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This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.

This research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.

Based on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.

Based on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.

The primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.

This study aims to test the relationship between virtual knowledge sharing (VKS) and team effectiveness (TE) during the COVID-19 pandemic. The study also explores the moderating role of collaborative technologies.

This is a cross-sectional study conducted in the service sector of India. A purposive sample of 321 knowledge workers from National Capital Region of India was used. Questionnaires were distributed to knowledge workers working in a virtual environment. The hypotheses were tested with confirmatory factor analysis and structural equation modeling (SEM) using partial least square-SEM.

The study reveals that, amid the COVID-19 pandemic, virtual knowledge sharing (VKS) positively affects team effectiveness (TE). Furthermore, the impact of VKS on TE is contingent upon the utilization of collaborative technologies.

The study contributes to the existing literature by exploring the impact of VKS on TE during the COVID-19 pandemic and the importance of collaborative technologies in facilitating virtual team collaboration, which has practical implications for organizations seeking to enhance TE in virtual environments.

Generative AI and more specifically ChatGPT has brought a revolution in the lives  of people by providing them with required knowledge that it has learnt from an exponentially large knowledge base. In this viewpoint, we are initiating the debate and offer the first step towards Generative AI based knowledge management systems in organizations.

This study is a viewpoint and develops a conceptual foundation using existing literature on how ChatGPT can enhance the KM capability based on Nonaka’s SECI model. It further supports the concept by collecting data from a public sector univesity in Hong Kong to strenghten our argument of ChatGPT mediated knowledge management system.

We posit that all four processes, that is Socialization, Externalization, Combination and Internalization can significantly improve when integrated with ChatGPT. ChatGPT users are, in general, satisfied with the use of ChatGPT being capable of facilitating knowledge generation and flow in organizations.

The study provides a conceptual foundation to further the knowledge on how ChatGPT can be integrated within organizations to enhance the knowledge management capability of organizations. Further, it develops an understanding on how managers and executives can use ChatGPT for effective knowledge management through improving the four processes of Nonaka’s SECI model.

This is one of the earliest studies on the linkage of knowledge management with ChatGPT and lays a foundation for ChatGPT mediated knowledge management system in organizations.

Research on leaders’ knowledge management systems focuses exclusively on how leaders gather and disseminate knowledge in collaboration with external actors. Not much is known about how leaders address the psychological aspects of employees and strategize internal communication. In addition, while previous work has treated high uncertainty as a default feature of crisis, this study aims to propose that perceived uncertainty varies in experience/meaning and has a crucial bearing on the relative balance of cognitive/emotional load on the leader and behavioral/psychological responses.

The authors contribute by qualitatively examining the role of leader knowledge systems in designing communication strategies in the context of the COVID-19 crisis by investigating communication characteristics, style, modes and the relatively unaddressed role of compassion/persuasion. In this pursuit, the authors interviewed 21 C-suite leaders, including chief executive officers, chief marketing officers, chief financial officers, chief human resource officers and founders, and analyzed their data using open, axial and selective coding, which were later extracted for representative themes and overarching dimensions.

Drawing from grounded theory research, the authors present a framework of knowledge systems and their resultant communication with employees in high uncertain and low uncertain crises. The authors highlight interactions of a set of concepts – leaders’ preparedness, leaders’ support to employees tailored communication adapted to perceived uncertainty, leading to enhanced trust – in the achievement of outcomes related to balancing operational and relational systems with employees. The findings suggest that a structured process of communication helps employees mitigate any concern related to uncertainty and feel confident in their leadership.

The research has implications for leaders in managing their knowledge systems, for human esources practitioners in designing effective internal communication programs, as well as for scholars in knowledge management, communication and leadership.

Research on knowledge creation within eSports learning is scarce. This study extends the understanding of competition-oriented collaborative learning in eSports by examining the relationship between the dynamics of knowledge creation modes and the continuum of the motivational profile, along with the moderating effects of mutualistic co-presence therein.

Participants were recruited from the community of massively multiplayer online gamers (MMOGs). Through a quantitative survey, their motivations (i.e. self-extrinsic, self-intrinsic, peer-extrinsic and peer-intrinsic motivations), knowledge creation involvements (i.e. internalization, externalization, combination and socialization) and perception of mutualistic benefit of self and peers were captured for hypothesis testing.

Significant and positive direct relationships were observed between four motivations and four knowledge creation modes. The mutualistic co-presence positively moderated the positive relationship between the self-extrinsic, peer-extrinsic and peer-intrinsic motivations and socialization. When mutualistic self-benefit were outweighed, peer-extrinsic motivated gamers became less likely to perform internalization, whereas self-extrinsic and peer-extrinsic motivated gamers were less likely to perform combination.

This study is among the first to rationalize the relationship between motivational profile and the dynamics of knowledge creation in eSports learning. The conceptualization of the new construct – mutualistic co-presence – using the ecological concept of symbiosis is uncommon in prior literature. The findings also demonstrate that the four modes of knowledge creation in eSports learning are continuous and interwoven; they can be initiated at any point and do not necessarily occur in a specific sequence.

Knowledge management (KM) is a process that depends on changes and transfers to different levels of understanding among individuals and acts as a powerful tool to strengthen the organization to remove the barriers, affect the decision-making process and enable individuals and organizations to achieve sustainable advantages. This study aims to explore the role of digitization on knowledge conversion modes and its subsequent impact on related outcomes with reference to higher education institutions (HEIs). Prospects and paradigms of digitation for HEIs have also been explored.

The systematic review method has been used to organize and analyze the existing literature on digitization, knowledge conversion and related outcomes with reference to HEIs. To increase the scope of the research, the authors anticipated 30 research articles published between 2010 and 2022 in Google Scholar, Scopus, ProQuest and EBSCO databases. The study used PRISMA to conduct a systematic literature review. The study used “knowledge conversion, “SECI model,” “Digitalization” and “Higher education institutions” keywords to search the most suitable articles. To ensure the quality of this research, the study used quality journals.

The increasing significance of knowledge-building practices and a technology-driven environment insinuates the adoption of information and communication technology (ICT)-enabled equipment and devices to transfer knowledge, which further leads toward enhancing the effectiveness of education. This study offers a review of enabling factors based on Nonaka and Takeuchi’s (1995) knowledge spiral and provides an in-depth insight into the significance of digitization for the higher education sector.

The study’s main contribution was to explore the interrelationship among digitization, knowledge conversion and outcomes. Both technological and non-technological/conventional interventions have been discussed with reference to teaching and knowledge dissemination patterns based on Nonaka’s (1994) Socialization, Externalization, Combination, and Internalization (SECI) knowledge spiral.

The authors synthesize the previous literature research dimensions and recommend future research.

This study attempts to answer the question: “how are the two drivers, accountability focus and organizational learning, independently and interactively associated with public agencies’ proactive policy orientation?” The first driver is the multiple accountabilities that public agencies pursue: (1) bureaucratic, (2) legal, (3) professional and (4) political. The second driver is the organizational learning activities of public agencies: (1) socialization, (2) externalization, (3) combination and (4) internalization.

For data, 800 respondents from the public agencies in South Korea were surveyed.

The analysis provided several findings: (1) the discretionary accountabilities (professional and political) have a greater positive influence on the proactive policy orientation; (2) the conventional accountabilities (legal and bureaucratic) tend to have negative impacts on the proactive policy orientation and (3) among the four types of accountability, legal accountability can be more significantly complemented by organizational learning activities, which can enable both visionary and realistic administration in a balanced manner.

This study provides a unique insight on how organizational proactivity can be ensured through the interactions of organizational accountabilities and organizational learning.

This paper aims to further our understanding of policy–practice gaps in organizations from an organizational learning perspective. The authors conceptualize and analyze policy–practice gaps in terms of what they label the dual challenge of organizational learning, i.e. the organizational tasks of both adapting ongoing practices to prescribed policy demands and adapting the policy itself to the needs of practice. Specifically, the authors address how this dual challenge can be understood in terms of organizational learning and how an organization can be managed to successfully resolve the dual learning challenge and, thereby, bridge policy–practice gaps in organizations.

This paper draws on existing literature to explore the gap between policy and practice. Through a synthesis of theories and an illustrative practical example, this paper highlights key conceptual underpinnings.

In the analysis of the dual challenge of organizational learning, this study provides a conceptual framework that emphasizes the important role of tensions and contradictions between policy and practice and their role as drivers of organizational learning. To bridge policy–practice gaps in organizations, this paper proposes five key principles that aim to resolve the dual challenge and accommodate both deployment and discovery in organizations.

Because this is a conceptual study, empirical research is called for to explore further and test the findings and conclusions of the study. Several avenues of possible future research are proposed.

This paper primarily contributes by introducing and elaborating on a conceptual framework that offers novel perspectives on the dual challenges of facilitating both discovery and deployment processes within organizations.

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.

The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as “middle management” is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona.

Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir.

Three distinct segments namely – “knowledge sharing adepts (KSA),” “knowledge sharing scrupulous (KSC)” and “knowledge sharing servitudes (KSE)” as the prime domains of knowledge sharing behavior are identified.

To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research.

Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study.

To the best of the authors’ knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector.