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The effect of culture on various aspects of life, business and disciplines such as knowledge management (KM) has been much studied. Hospitality has also received much attention because it, among others, can produce and redistribute wealth whether in developed or developing economies, who often find it as an invaluable means of generating foreign income. Nonetheless, there is no combination of the three areas in a single study done in a developing economy. The paper aims to fill this gap by investigating the impact of culture on the adoption of KM in the hospitality industry of Nigeria.

Hofstede’s culture model and technology acceptance model were used as underpinning theories to develop a research model which was operationalised into a 45-item questionnaire. A five-point Likert scale that ranged from strongly disagree to strongly agree was used. The questions were closed-ended for the variables of the model, but there were also open-ended questions. Two Nigerian cities were purposely sampled and they generated 195 responses from the 400 questionnaires that were distributed. Correlation analysis was first done to establish relationships before regression analysis was performed after checking for multicollinearity. Findings and conclusions were drawn from significant hypotheses.

The findings showed significant collectivism, uncertainty avoidance, masculinity, femininity and short- and long-term orientations as factors that would affect adoption of KM in the hospitality industry of Nigeria. Power distance and individualism as factors, on the other hand, were not significant.

The research has produced a model that can form the basis for future research. The study apparently is the first and therefore needs replication in other industries and other developing economies. A comparative study can be done too between developing countries or between a developing and a developed country. Many replicated studies could perhaps produce a generic model that would apply beyond Nigeria. Moreover, as this study is on a moving target both in terms of culture and the extent of KM adoption, subsequent studies could update the findings of this study.

Hospitality managers have to develop and maintain a conducive culture if adoption of KM is to be achieved. Managers should be sensitive to and take good advantage of cultural differences displayed in the personality traits of employees. For example, uncertainty avoidance (preference for precision) could be an asset to make knowledge explicit in computer systems, making it easier to share such knowledge in the organisation. Collectivism and nurturing orientation would encourage knowledge sharing and collaborative work, which is often nowadays done virtually. Managers should encourage knowledge workers to seek and acquire both short- and long-term views of their work.

There apparently is no systematic empirical study that combines KM, hospitality and culture in developing economies’ context. Thus, this study examines the effects of culture on KM adoption in the Nigerian hospitality industry. The findings have practical implications on how the Nigerian hospitality industry can benefit from the application of KM.

Knowledge sharing (KS) processes in knowledge‐intensive organizations (KIOs) need to be understood with regard to not only the important role information technology (IT) plays but also human factors. This research aims to describe the human factors that influence KS and to propose an explanatory model.

Beginning with a critical review of the most recent KM literature, this research developed key components of successful KS in both knowledge provider and knowledge recipient roles played by the participants of virtual communities of practice (VCoPs). It developed a KS model that was validated through an empirical quantitative and qualitative research at the Laurea Lab in Finland.

This paper's main finding is an empirical validation of a model for KS in KIOs.

Primary data were collected from only one institution. This may limit the scope of generalisation of findings. It is therefore necessary to conduct this study in other KIOs.

This research provides a few practical managerial implications. Managers of VCoPs in KIOs should be aware of the role IT and human factors play in KS processes.

This research proposes a model which incorporates both the knowledge provider and the knowledge recipient roles played by participants of VCoPs in knowledge‐sharing organizations. This model may be used to evaluate the functioning of VCoPs.

This paper aims to improve understanding of knowledge‐sharing (KS) processes that occur in Immersive Virtual Worlds (IVW), which offer much richer opportunities for KS than standard text‐based environments.

Starting with a systematic literature review of the most recent trends in knowledge‐sharing and virtual worlds, this research investigates potential factors of KS in IVW. A conceptual model was developed and empirically validated.

The rich environment provided by IVW results in higher levels of KS but a sense of community and other motivations for KS in IVW is the same as in standard virtual environments. The validated research model that explains the interaction of the motivating factors with KS is presented.

Primary data were collected from only one group in one IVW. This may limit the scope of generalisation of findings. It is advised that this study should be conducted with a number of immersive virtual communities or practice (IVCoP) in a variety of virtual worlds.

Owners and managers of IVWs should promote perception of community, trust and reciprocity, as they are very important for keeping and growing virtual communities in immersive environments. Concurrently it is necessary to ensure that the amount of social part introduced is in line with the goals of the community.

This research proposes a model for knowledge sharing in virtual communities of practice (CoP) in immersive virtual worlds (IVW). It may be used to evaluate the functioning of such communities of practice. It also suggests methods of research in such an environment.

The purpose of this paper is to find out how to encourage the use of Web 2.0 in learning in higher education by investigating factors that would relate to and would encourage such behaviour.

Three existing theories of technology acceptance underpinned this research and six constructs selected from these existing theories and one new construct from a pilot study were used to develop a conceptual model which constructs were operationalized into an online questionnaire (open and closed ended questions). Copies of this questionnaire were electronically distributed to all students in a higher institution of learning in Scotland. In total, 203 responded. Correlation and regression analyses were performed on the quantitative data collected so as to validate the research model. A focus group of ten volunteer students provided opportunity for a follow-up interview that produced in-depth information which provided strategies for enhancing the use of Web 2.0 tools for learning in higher education.

All the factors of the model, except perceived ease of use, positively relate significantly with use behaviour. The factors are perceived usefulness, facilitating conditions, motivation, prior knowledge, performance expectancy and social factors.

The study was performed at only one institution in Scotland. The implication of the study is that predictor variables (mentioned above in the findings) of the model should be taken into consideration when introducing Web 2.0 to students of higher learning.

In the paper are discussed specific strategies and these include assigning roles to users with little participation, checking to ensure irregular users have access and e-mailing them to encourage participation.

This is apparently the first time the key technology acceptance models have been synthesised and tested in Scotland with regards to the acceptance of Web 2.0 tools in learning in higher education.

There has been a massive, revolutionary change over the past two decades in the travel and tourism industry. Mobile technology offers privileges to consumers in order to identify, customize and purchase tourism products and support the globalization of the industry by providing tools for developing, managing and distributing beneficiaries worldwide. These diligent advancements in mobile technology have made it extremely easy for everyone to know instantly as much about the world as they want. The use of smartphones, tablets and mobile devices has empowered global tourists with more flexibility, options and freedom to explore places than ever before. For that reason, mobile technology is a perfect fit for travel and tourism that plays an important role in massive cultural shift of consumer behaviour. All over the world, businesses are struggling to adapt to that incredible spread and impact of mobile technology and in the future, the technology will go on developing and adapting, as well. As mobile technology has been evolving rapidly and spreading across multiple tourism sectors, it is pivotal to take into account its role in creating innovative experiences for consumers and fostering a sustainable competitive advantage for suppliers in the tourism industry. Though mobile evolution has contributed to enhancing the travel factor at large, not much is known about how it has affected the tourism development. Finding this information is crucial for a deeper understanding of how consumers are using tourism-related mobile technology before, during and after their trip. It could provide meaningful perceptions to meet their expectations and to enhance their travel experiences. Therefore, this chapter aims to identify the potential of mobile technology in several businesses in the tourism sector providing guidance to understanding its role to enhance value creation in the future.

The purpose of this paper is to specifically investigate and prioritize the effects of 13 factors in determining ICT adoption in Nigerian universities.

The constructs of theoretical framework of technology‐organization‐environment (T‐O‐E) underpin the survey. The survey adopted in‐depth unstructured and semi‐structured interviews with 30 senior executives drawn purposefully from at least one university in each of the five state capitals in south‐eastern Nigeria.

Evidence from the study shows that, irrespective of the perceived competitive pressures and perceived benefits of ICT solutions, government‐owned universities are yet to exploit its full potentials in their operations. This behaviour is informed by incessant corrupt practices; irregular energy supply and internet connectivity/accessibility; lack of financial capacity, expert skills, managerial and technical flexibility/support; and poor regulatory policies and government supports.

The paper raised some challenges that will serve as points of departure to future researchers and provides university management, government, policy makers, and other stakeholders the bases for encouraging ICT adoption.