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This study aims to investigate the key elements that influence knowledge sharing practice, primarily the relationship between knowledge sharing practice and organizational performance within the oil and gas (OG) industry.

A sample of 203 responses was collected from the OG industry using an online questionnaire. Data were analyzed using applied structural equation modeling to validate the model and test the hypotheses.

The results indicate that significant relationships exist among the model constructs. These findings provide a better understanding of the factors that influence knowledge sharing practices within the OG industry. These findings prove that knowledge sharing practices positively impact organizational performance through cost reduction, organization growth and intangible benefits.

This study demonstrates that organizations in the OG industry may increase performance by adopting knowledge sharing practices. This study also provides practitioners with important information to enhance knowledge sharing practice within their organizations. For instance, managers should focus on Web 2.0 and other knowledge sharing systems to facilitate both tacit and explicit knowledge sharing. The findings provide empirical evidence that knowledge sharing practices allow organizations to transfer expert knowledge to younger generations of employees. As a result, organizations will be able to capture knowledge and alleviate the negative impact of high staff turnover within the OG industry.

The lack of knowledge sharing practices and the eminent loss of technical knowledge within the (OG) industry, because of retirements and turnover, create a difficult challenge for practitioners. Research on knowledge sharing within the OG industry is limited. Therefore, this study provides an in-depth analysis regarding the critical knowledge sharing practices and valuable information to researcher and practitioners’ knowledge sharing practices within the OG industry.

Despite the undoubted role of knowledge in the small family business (FB) in the restaurant and fast-food industry, there are some main challenges in the knowledge-sharing (KS) orientation for promoting their business. This study tries to recognise and explore the drivers influencing these enterprises' KS processes.

The authors applied combined exploratory and confirmatory analysis in two studies. In the first study, by the Delphi method, the 22 experts consisting of managers, FB owners and academic professors explore and forecast significant items and drivers. The second study is a confirmatory factor analysis (CFA) for validating the first study's indicators using the survey collected amongst 218 restaurants and fast foods employees.

The findings indicate 23 indicators in three main drivers of individual, organisational and technological, are critical for KS in small FBs in the investigated industry.

This research supports the understanding of knowledge management and the FB and contributes to recognising the influential factors for KS amongst small and medium-sized family businesses in the food-related industry. Also, by identifying and ranking the most significant factors, this research will help entrepreneurs facilitate FB entrepreneurship. Finally, the results provide practical implications for current and future KM and FB decision-makers.

This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating organizational performance.

This research utilizes a questionnaire-based study and 378 questionnaires gathered from different provinces of China between August and October 2022. The SmartPLS technique was used to evaluate the regression and mediation analysis on lower-order and higher-order components of the research hypotheses behind the model.

This investigation's results indicate that the tacit knowledge management process (TKMP) significantly drives product and service innovation and impacts organizational performance (ORP). According to the results, TKMP did not directly influence ORP and product innovation to mediate between Tacit knowledge and organizational performance.

Future research should concentrate on different combinations of influences on innovation and other consequences of introducing innovation into businesses. Moreover, researchers may add moderators to innovation and organizational performance.

This study assists managers in how tacit knowledge management affects organisational performance by examining product/service innovation capabilities. Product innovation also mediates between tacit knowledge and organizational performance. Service innovation improves organizational performance, prioritizing knowledge creation, sharing and retention to increase innovation and organizational success.

This study contributes to the literature on tacit knowledge management, innovation capability and organizational performance by concentrating on the tacit knowledge process and using the resource-based view. This study gives a solid theoretical and practical basis for understanding the component interactions.