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The purpose of this paper is to examine the relationships between internal process improvement investments, applied channel logistics knowledge, and financial performance for make‐to‐order (MTO) and make‐to‐stock (MTS) manufacturers. This study takes the position that knowledge, specifically tacit or applied knowledge, may serve as a key indicator of organizational performance. In this study, the tacit knowledge exhibited in intentional logistics integration activities is captured in the construct applied channel logistics knowledge.

A structural equation model, controlling for firm size and demand uncertainty, is used to examine these relationships. A sampling frame of 1,264 senior manufacturing “executives” provided 222 usable surveys representing 210 firms.

The results show that for MTO firms, higher investments in internal process improvement relate to higher applied channel logistics knowledge, whereas for MTS firms, the relationship does not hold, and this difference is significant. In addition, the results indicate a positive relationship between internal process improvement investment and financial performance for MTO firms, whereas again the relationship does not hold for MTS firms. Both MTO and MTS firms show increased financial performance when applied channel logistics knowledge increases, although the increase in financial performance is significantly greater for MTO firms.

Historically, the success of integration strategies has been postulated to be equally effective for MTO and MTS firms, a “one‐size‐fits‐all” approach to improving system effectiveness. However, given the inherent differences in these manufacturing strategies, this speculation deserves further investigation and serves as the focus of this research. The use of the tacit knowledge construct applied channel logistics knowledge is also unique and of value in understanding supply chain relationships.

The purpose of this paper is to examine academic library director and graduate student perceptions of knowledge management for library strategic planning, including its definition and potential applications and benefits.

A multiple‐choice e‐mail survey was sent to 40 academic library directors and 19 graduate students of information and library science. Respondents were asked to define knowledge management for strategic planning and answer related questions on its potential applications and benefits. Respondents could also specify their own views on the subject.

There are minor differences in how library directors and graduate students define knowledge management. However, there is a disparity in how these two groups view potential applications and benefits of knowledge management for library strategic planning. Less than half of the directors (41.4 per cent) but the majority of students (77.8 per cent) believes that knowledge management is being applied to library strategic planning to create a portal for external information including links to library patron groups, research groups and publications. In addition, the majority of directors (75.8 per cent), but only half of the students (50.0 per cent) believe that knowledge management will improve the sharing of internal and external information.

The number of participants in this e‐mail survey is limited in both size and location. Future research should include more participants from a wider area and examine more concrete issues.

This paper provides a useful overview of the perceptions of knowledge management, including its applications and potential benefits for library strategic planning.

Differing viewpoints between library directors and graduate students reflects the contrast between real‐world experience and academic applications. Acknowledging these differences is the first step toward ensuring that in the future, knowledge management is consistently and effectively applied to library strategic planning.

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

This article reviews developments in the field of applied knowledge management dating from 1990 and argues that a fragmented mosaic of programs and problematics currently exists, at various levels of incompatibility. Using a software product, we map the information space around applied knowledge management as an illustration of this basic fact. We then describe a research program that extends this logic and develop a model on four dimensions that appears to order the various programs, practices and processes in this divergent field. Implications for managers of knowledge management initiatives are discussed, and avenues for future research suggested.

This study aims to expose the main knowledge management (KM) practices applied in BRIC (Brazil, Russia, India and China) industries using scientific literature published in the Scopus database from 2001 to 2010.

A search was performed in papers selected from the Scopus database, which houses the KM practices of industries in BRIC countries.

The results show that Brazil, Russia and India have an easier way of converting tacit knowledge into explicit knowledge compared to China, where informal relationships of trust and friendship play a special role within organizations, as well as where the political structure (communism) is an intervening factor. Brazil, Russia and India practice similar KM mechanisms such as the use of technology, process standardization and electronic data management. They also model the positive experiences of western companies. In China, interpersonal relationships shape the tacit and explicit features of organizations.

The methodological filter could potentially limit the volume of responses, as not every case study can demonstrate the usual practices of KM. Empirical studies are able to capture the nuances and even provide a holistic picture of these practices.

The results have practical implication, in particular. They are expected to help managers and workers to better comprehend KM practices in BRIC countries or even suggest new KM practices in the business.

The main discussion of this paper brings together a large range of KM practices applied in BRIC, addressing similarities and differences between KM deployments.

The main objective of this paper is to investigate the role of knowledge management in aerospace industries and to provide a framework for knowledge management efforts specially designed for aerospace industries towards a knowledge‐based organization.

This is a conceptual article examining current perspectives of knowledge management regarding aerospace industries requirements. It provides a general framework for knowledge management applied in Iran Aerospace Industries Organization (AIO).

Providing a conceptual knowledge management framework can be applied to organizations practically. This framework has been applied in a large case study in Iran and is supported by practical implementation in AIO, one of the most important high‐tech industries in Iran.

This paper provides a very helpful guideline for practitioners in implementing knowledge management throughout the organizations and especially in large scale ones.

The paper may be of high value to researchers in the knowledge management field and to practitioners involved with KM adoption in the organizations. This study further opens up new lines of research and highlights implications for knowledge management efforts, including change management programs through KM tools. The paper also provides a synthesis and analysis of the viewpoints and the main factors as reflected in the literature on various dimensions of knowledge management.

Although there are some studies about knowledge management at national level, no integrated attempts have been reported in the direction of introducing knowledge management pattern at national level based on real experiences. Numerous researches have been conducted in the domain of knowledge management at micro level. But at macro/national level, some concepts and components have been investigated briefly. The purpose of this paper is to deal with this gap.

This research uses the hybrid method. The technique of qualitative case study of grounded theory method has been selected in this research for gathering and analyzing data. Data have been categorized and analyzed from case studies (at countries level) using the steps of this method. The degree of correlation and causality and the importance of each concept existing in the pattern have been computed by applying decision-making trial and evaluation (dematel) technique. The obtained concepts and pattern could be applied as a guide for accepting and implementing knowledge management at national level.

Total positive findings have been obtained from case studies, and the authors attained 14 concepts and one pattern. These findings provide the steps of designing and are useful in implementing projects and programs of knowledge management at national level. The degree of correlation between the components of the pattern is the other finding of this study.

The obtained concepts and patterns can be used as a guide in countries and governments which decide to implement knowledge management at national level. These can be a basis for countries which are in the process of implementing the projects of knowledge management at national level.

This research is the first study that aims to provide the pattern of knowledge management at national level and can provide useful information for countries and governments and can be used as a reference to guide them for the implementation. So these countries will be able to design and implement their programs of knowledge management purposefully.

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

Knowledge management (KM) is an emerging method of management. This study aims to explore the various aspects of implementing KM in university libraries of Pakistan.

A survey was conducted using a structured questionnaire, and data were collected from 75 chief librarians and reference librarians of 48 university libraries of Pakistan. A total of 60 valid responses received and analyzed using SPSS version-21.

The results disclose that a majority of respondents are familiar with KM, and literature reading is the major source of their awareness. The Pakistani academic librarians believe that KM can be applied, in the reference services, resources sharing, networking and information literacy programs of libraries. While, need for professional training and KM education are also reported. KM can be implemented in libraries through, use of ICT, developing knowledge sharing culture and developing mentorship in organizations. A lack of staff training, lack of expertise in KM, lack of knowledge gaining and sharing culture, lack of understanding of KM concept and its benefits and a lack of IT infrastructure are the major challenges faced by library and information science (LIS) professionals. Communication skills, information management skills, IT skills, leadership skills, human resource management skills are identified as key skills for the implementation of KM.

This study provides a base to develop a KM strategy and implementation plan for academic libraries in Pakistan. It will facilitate to constitute an important step toward the management of intangible assets in Pakistani libraries.

The results of the study will unveil the perceptions of academic librarians toward KM. It will help to understand the relationship between KM and LIS. The study will also identify the challenges faced by librarians and skills required for the implementation of KM in libraries.

This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.

The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.

The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.

This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there remains the challenge of leveraging these perspectives for project management practice.

The paper believes that situated learning theory offers insights that can be leveraged to make project management environments more effective through improved intra‐project and inter‐project shared learning.

This paper presents a high‐level conceptual framework to bridge situated learning theory to the RBV of project management. The paper finds that situated learning theory is well suited to contribute to an understanding of shared learning in projects and justifies future research.