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The objective of this paper is to develop baseline data on knowledge management (KM) initiatives of business organizations in the United Arab Emirates (UAE). UAE is a rapidly growing economy in the Arabian Gulf region and it is timely to assess KM initiatives of UAE companies and the barriers and challenges they face in KM adoption and implementation.

A survey research design was used to collect data on KM practices of a sample of companies based in the emirates of Dubai and Abu Dhabi.

Importance of KM practices is gradually being recognized in UAE and several organizations have initiated a number of KM‐related programs. Most KM initiatives are focused on explicit knowledge, and companies are investing significant resources in building their ICT infrastructure. The study documents the importance of a companywide KM strategy, top management commitment, proactive HRM policies, and a supportive cultural environment as the critical success factors to advance KM practice and theory in UAE.

The study employed a non‐probability sample which limits its ability to generalize findings to the larger population of UAE business organizations.

The study offers much‐needed baseline data on KM initiatives of UAE companies, the benefits they associate with KM and barriers they must overcome to implement KM practices. These baseline data are expected to encourage further research on KM in UAE and other Gulf countries.

The study represents a first systematic and comprehensive attempt at reporting baseline data on KM adoption in UAE.

This paper aims to explore knowledge management (KM) practices implemented by third-party logistics service companies (3PLs) and the main barriers slowing down the adoption of such practices.

The methodological approach used in this paper is based on a multiple case study analysis involving a set of 3PLs operating in Italy and Sweden. The empirical analysis has explored the KM practices used by 3PLs and the main barrier hindering their adoption.

In spite of some adoption, the findings suggest that 3PLs are not sufficiently realizing the full potential of KM. The evidence also indicates that there is a link between the type of 3PL company (in terms of the breadth and complexity of the services supplied) and the sophistication of KM tools adopted.

From a research point of view, further research should focus on the validation of the link between the number and sophistication of KM tools used and the breadth of services supplied. Further research should also focus on exploring how KM can support 3PL companies in enhancing their performance.

From a practical point of view, the findings may help the management of 3PL companies to take a more strategic approach to KM and thus its contribution to the firms’ overall goals. Additionally, it is critical to conduct a careful analysis of current and future KM needs to identify the most suitable KM solutions linked to the specific characteristics of the business in which 3PLs operate.

This study provides fresh insights into the adoption of KM practices in logistics service organizations. The findings advance the limited body of knowledge regarding this topic and contribute to the further development of the study of KM.

Knowledge management (KM) significantly affects supply chain management (SCM) and its performance in today's highly competitive corporate climate. It is crucial to consider this relationship to achieve optimal supply chain performance (SCP). This study aims to assess this impact by defining and examining the multi-dimensional relationships between KM Process Elements (KMPEs) and SCP Evaluation Criteria (SCPEC) within a comprehensive theoretical framework.

Integrating KMPEs and SCPEC becomes an uncertain decision-making problem due to data deficiency and the vagueness of decision-makers’ judgments. To address uncertainties, this study uses interval-valued neutrosophic (IVN) sets and proposes an IVN model consisting of SWARA, which is one of the effective multi-criteria decision-making (MCDM) approaches, and house of quality (HOQ) methods. IVN-SWARA is used to weight the SCPEC while IVN-HOQ establishes relationships and prioritizes the KMPEs and SCPEC.

The results show that reliability is the most significant SCP evaluation criterion. Among the KMPEs, capitalization, sharing, and transfer exhibit stronger associations with the SCPEC compared to the other elements. Capitalization as one of the KMPEs was found to be the most critical one, and efficiency is the criterion most affected by all elements of the KM process.

This study uses innovative methodologies to evaluate the adoption of KM processes on SCP under uncertain environments and involving multi-decision-makers. The proposed integrated model demonstrates flexibility and practicality in combining KM and SCM, leading to improved SCP. Notably, this study presents the development of IVN-SWARA and the use of the integrated IVN-SWARA - IVN-HOQ decision tool, which are novel contributions to the existing literature.

This paper aims to propose a new three-dimensional (3D) fuzzy logic methodology to evaluate the level of misalignment between an enterprise’s knowledge and the knowledge management systems (KMSs) it adopts.

The proposed methodology was implemented by means of a field analysis based on semi-structured face-to-face interviews involving a sample of 61 small and medium enterprises (SMEs) operating in high-tech and/or complex industries.

The paper highlights that while there is generally a high level of misalignment between an enterprise’s knowledge and the KMSs adopted, there are also a broad variety of behaviours. The paper identifies a taxonomy able to bring together the various types of behaviour associated with how an enterprise’s knowledge is related to KMS selection. Specifically, four behaviour patterns were identified, and the enterprises were then categorised accordingly as being guideposts, practice laggards, tool laggards or latecomers.

The proposed taxonomy provides an operational tool that can be used by enterprises and policy makers alike. The paper shows how enterprises can use this tool to understand which category they belong to and support decision-making to introduce changes leading to improved levels of alignment. Policy makers, on the other hand, can use the proposed taxonomy to identify measures to support the competitiveness of local systems by improving management processes and knowledge sharing among enterprises.

The paper highlights the difficulties that SMEs experience in adopting KMSs that are truly aligned with their knowledge and proposes a methodology to improve alignment.

The food industry is crucial in delivering healthy products for life saving of the society. The identification of key barriers of knowledge management (KM) is desired to enhance the sustainability of the industry. KM has been seen as a part of sustainable development by reducing the bullwhip effect in the entire supply chain. The core objective of the existing research is to prioritize the essential factors of KM adoption in sustainable supply chain (SSC) based on fuzzy analytical hierarchy process (FAHP) method.

In order to fulfill objectives of this study, an extensive review of literature and a questionnaire-based field visits were conducted. A total of five major barriers categories and 22 sub-barriers categories were identified in food sector of Pakistan using experts' inputs. This study employed fuzzy analytical hierarchy process (FAHP).

Managerial barriers, innovation and technological barriers categories are found to be highly prioritized among others. Further, the sensitivity analysis is applied to check the incremental changes of ranked barriers. This prioritization of barriers and incremental changes in them is expected to serve food sector for long-term sustainability and competitive advantage for importers and exporters. Finally, the findings of this research are very helpful for industrial experts, practitioners, consultants and government officials in effectively developing policies regarding KM adoption in line with sustainable goals.

The present work is conducted in the Pakistani context; however, the benchmark model may be tested and applied to other developing countries to compare the outcomes. For further research, the identified barriers may also be evaluated to establish their inter-relationships, using ISM, DEMATEL, ANP, etc. Similarly, the results of this study can also be compared with that of other fuzzy multi-criteria techniques like fuzzy TOPSIS, fuzzy VIKOR, fuzzy ELECTRE, fuzzy PROMETHEE, or fuzzy VIKOR.

This research study can facilitate policymakers, government bodies, stakeholders and supply chain professionals to recognize the key barriers they may encounter in adopting KM practices in their SSC. Additionally, this work helps managers to evaluate the identified barriers by computing their relative importance in adopting KM practices at managerial levels like strategically, tactically and operationally activities in business. This study also facilitates industrial management in formulating policies and action plans in case of implementation, eliminating the barriers in adoption of KM, and SSC successfully.

Few research studies were conducted on KM adoption in industries of China, India, Turkey, Saudi Arabia and Malaysia, but due to workforce diversity these industries have dissimilar views of experts about KM adoption. This study significantly contributed to fill the existing literature gap for prioritization of key barriers against KM implementation in Pakistani context.

This paper aims to discuss the barriers and practices associated with knowledge management (KM), which is characterized as an important management tool to add value to products and services of companies and, thus, allow them to become more competitive and unique, of large Brazilian companies.

As a conceptual framework, the author adopted the main theories on KM to extract the barriers and practices included in the literature, aiming to confirm them through quantitative research with managers from large Brazilian companies. Based on the responses obtained, the author conducted several multivariate analyses, including descriptive analysis, factor analysis, cluster analysis and multinomial logistic regression.

In addition to presenting the main barriers and key practices associated with KM, our main result also presents a model for the evaluation of the level of maturity in KM based on the practices adopted by large Brazilian companies.

The main result presents a model for the evaluation of the level of maturity in KM based on the practices adopted by large Brazilian companies.

High-quality nursing home (NH) care has long been a challenge within the United States. For decades, policymakers at the state and federal levels have adopted and implemented regulations to target critical components of NH care outcomes. Simultaneously, our delivery system continues to change the role of NHs in patient care. For example, more acute patients are cared for in NHs, and the Center for Medicare and Medicaid Services (CMS) has implemented value payment programs targeting NH settings. As a part of these growing pressures from the broader healthcare delivery system, the culture-change movement has emerged among NHs over the past two decades, prompting NHs to embody more person-centered care as well as promote settings which resemble someone's home, as opposed to institutionalized healthcare settings.

Researchers have linked culture change to high-quality outcomes and the ability to adapt and respond to the ever-changing pressures brought on by changes in our regulatory and delivery system. Making enduring culture change within organizations has long been a challenge and focus in NHs. Despite research suggesting that culture-change initiatives that promote greater resident-centered care are associated with several desirable patient outcomes, their adoption and implementation by NHs are resource intensive, and research has shown that NHs with high percentages of low-income residents are especially challenged to adopt these initiatives.

This chapter takes a novel approach to examine factors that impact the adoption of culture-change initiatives by assessing knowledge management and the role of knowledge management activities in promoting the adoption of innovative care delivery models among under-resourced NHs throughout the United States. Using primary data from a survey of NH administrators, we conducted logistic regression models to assess the relationship between knowledge management and the adoption of a culture-change initiative as well as whether these relationships were moderated by leadership and staffing stability. Our study found that NHs were more likely to adopt a culture-change initiative when they had more robust knowledge management activities. Moreover, knowledge management activities were particularly effective at promoting adoption in NHs that struggle with leadership and nursing staff instability. Our findings support the notion that knowledge management activities can help NHs acquire and mobilize informational resources to support the adoption of care delivery innovations, thus highlighting opportunities to more effectively target efforts to stimulate the adoption and spread of these initiatives.

Research into professional services firms that have successfully implemented and adopted Web 2.0 tools are still rare, with no widely known accepted methodologies or frameworks. The purpose of this case study is to investigate a medium-sized law firm that embarked on a KM programme that makes explicit use of emergent enterprise-based Web 2.0 tools.

The overlying research methodology applied is action research, in particular participatory action research (PAR). The study draws on interviews with practitioners, consultants and knowledge workers and takes into consideration multiple stakeholder views and value conflicts. The project is part of a Knowledge Transfer Partnership between RPC LLP and Westminster Business School.

Implementation of Web 2.0 tools in professional services requires the blending of a number of approaches to address the intrinsic tension between the open, participative behaviour and iterative development methodologies encouraged by social tools, and more traditional management styles and methods of developing IT solutions.

This article presents a single case study based on a law firm that, at the start of the research, was operating from a single location in London and at the time of writing has expanded to multiple locations, including overseas. There may be a limitation to implementing lessons learned and methodologies to larger organisations and organisations outside the legal sector.

While many organisations are still attempting to understand how they can practically implement Web 2.0 tools, this case study presents findings from a law firm that has had an internal Web 2.0-based knowledge solution in place for over two years. The research also makes use of a KM maturity model in order to assess the impact of the Web 2.0 implementation.

Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector.

Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents.

The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices.

Qualitative data is collected from a single case study.

Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small- and medium-sized enterprises (SMEs) having different characteristics.

A cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small- and medium-sized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors.

Three clusters were identified: Companies showing a relative “unconscious” attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM.

This study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used.

This paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices.

The topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multi-contextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.