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The purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.

Applied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.

A conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.

This paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.

The purpose of this paper is to present an overview of environmental management initiatives in the furniture retail area. The specific aim is to present reflections of participants implementing environmental initiatives in an Australian furniture retailer, Living Edge, in alignment with a secondary snapshot of environmental initiatives from other furniture retailers.

Primary reflections from the retailer’s manager and external consultant, both involved in the implementation of environmental initiatives, are enriched with secondary review of environmental management system trends and examples from regions active in the designer furniture sector, including Europe, Southeast Asia and North America.

An integrated view has been distilled around environmental impact in the furniture supply chain and consumer pressure to minimise the impact. Stakeholders require furniture retailers to improve efficiency and profitability amid the countervailing market demand for environmental sustainability. Retailers may seek competitive advantage through effectively applied and communicated environmental management. The voluntary adoption of systems, international standards and innovative practices that conserve natural resources are amongst the key to success. A live case example of Australian experience is added to the knowledge base for the global retail furniture industry.

One Australian retailer is exemplified to highlight the lived experiences of implementing environmental initiatives. The secondary global review presents a cross-section rather than an in-depth analysis of furniture sector retailers.

There are limited Australian perspectives of designer furniture and its intersection with environmental issues, thus, the paper addresses this gap in the literature and adds to informed practice in a global industry.

The purpose of this paper is to document the progress made in a specified period and the experience of managers and staff in sustaining the high performance team approach in a plastics factory.

Single‐case analysis was conducted on data collected through semi‐structured interviews and site observations made with two managers and one team of six in a multinational plastics manufacturer (Visy) headquartered in Australia.

Based on the authors' experiences and literature review a successful high performance team requires clear targets and efficiency standards, communication, rules of behaviour, continual input of facts and feedback, and last but not least – recognition of successes.

The findings are based on observations and interviews conducted in one part of a multinational organization in Australia. No follow‐up interviews could be undertaken to track the progress.

No other similar study had been undertaken in this organisation documenting the experiences of a quality improvement team and its interactions with managers. The findings have practical implications for industrial and other kinds of organisations engaged in implementing quality improvements through enhanced teamwork.

Purpose – To integrate agency and stakeholder theories with the Jacobs Value Distinction (JVD) thus presenting a micro and macro reconsideration of the JVD for a finer grained perception of the values underpinning corporate and global governance initiatives.Design/methodology/approach – By extrapolating the JVD – commercial and guardian – this chapter examines the roots of moral malaise in the modern global firm. Examples and a theoretical rationale are given for identifying why and how ethical – moral problems continue to occur.Findings – A metaphorical maelstrom is discernible in the global business environment and more turmoil, especially in balancing business values, is emerging for the managers of today’s corporations. Application of the JVD predicts that under certain conditions the hybrid nature of the firm causes managers and shareholders to engage in morally risky behaviour. In further exploring the value basis of the 10 principles of the United Nations (UN) Global Compact, it is found that similar values conflict, which intensifies the need for international business managers to beware the moral risks.Research implications – This viewpoint draws upon sound theoretical analysis and future studies should collate case analysis and practitioner interview data to further consolidate the findings. The viewpoint gives managers a useful tool for identifying conflicts of values underlying decisions and forms the basis for continuous improvement in the context of operational and strategic actions in international business.Originality/value of chapter – The integration of the JVD with agency and stakeholder theories is new and critique of the 10 principles of the UN Global Compact via the JVD has not happened previously.

The paper aims to discuss the need to balance selflessness and self‐interest issues in outsourcing decisions. This discussion is timely given the tensions that currently exist between those who want off‐shore outsourcing to continue as a means for increasing international trade, and those who only want to conduct business on‐shore.

A conceptual approach has been taken in this paper in order to highlight key considerations for ethical decision‐making with respect to off‐shore outsourcing.

Considerations of selflessness and self‐interest are embedded in outsourcing decisions. It is recommended that a balance between making profits and fulfilling social responsibilities is required, ideally, at each stage of decision‐making. Hence, managers should think critically about the reasons behind off‐shore outsourcing decisions, the process of arriving at decisions, and the impact of their decisions on stakeholders.

This is a conceptual paper and further empirical data to validate the stages of decision‐making framework are required.

Failure to take into account the selflessness and self‐interest outcomes of off‐shore outsourcing could potentially off‐set strategic gains by leading to negative media publicity for a company.

Ethical considerations as part of outsourcing decisions should result in a transparent, fair and more humane working environment for both the host and the home country representatives involved in the process.

This paper presents an original framework of selflessness and self‐interest considerations when making off‐shore outsourcing decisions. Both Eastern and Western business perspectives have been incorporated as part of the decision‐making framework.

The purpose of this paper is to provide a realistic assessment, with an historical perspective, of the current practises and progress made by organisations towards elimination of child labour in global supply chains.

Literature review in the area of use of child labour within the global supply chain was combined with additional information obtained from the company searches of the GRI database, company ranking tables, and other sources.

Child labour is one of a number of areas of concern in global supply chains. Continued exploitation of child labour indicates an imbalanced state and consequently forces can be unleashed through standardization, collaboration and communication amongst all stakeholders to ensure protection of the vulnerable. This paper is part of the broader analysis informing incremental changes to supply chain management to preserve the rights and welfare of children in the present and future generations.

The analysis is based on secondary data sources and further research is thus needed to verify the individual weightings of the criteria used in the primary ranking of the companies.

The findings provide encouragement for policy and decision makers to implement incremental changes to global supply chains in order to protect the rights and welfare of children, according to the standards of Social Accountability (SA) 8000, the International Labour Organisation (ILO), and other world trade stakeholders.

This paper questions the view that child labour incidences have diminished proportional to economic development. A swinging fulcrum with hidden traps for developed and developing nations in light of cross border transactions through supply chains has been proposed.

The purpose of this paper is to document the experience of managers and staff in sustaining a high‐performance team approach in a plastics factory.

Draws on research carried out using semi‐structured interviews and site observations made with two managers and one team of six at Visy, a multinational plastics manufacturer with its headquarters in Australia.

Advances the view that a successful high‐performance team requires clear targets and efficiency standards, good communication, defined rules of behavior, the continual input of facts and feedback, and recognition of successes.

Draws on first‐hand accounts of teamwork in practice. Captures the changes experienced by the employees on their journey to ensure the long‐term survival of the plant.

Provides plenty of useful information for organizations engaged in implementing quality improvements through enhanced teamwork.