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This paper aims to deepen the understanding of resource integration for value co-creation within service-dominant logic (SDL), by drawing on key knowledge management (KM) concepts.

This conceptual study introduces three key KM concepts, namely, object, agent and context to SDL; thus, deepening the understanding of how resources are becoming when actors are engaged in co-creating value-in-context.

This paper extends understanding of actors’ uses of knowledge in their efforts to co-create value. Paradoxically, SDL takes a phenomenological approach to understanding value co-creation, whereas KM embraces a realist-phenomenological view. Emphasizing knowing rather than knowledge reveals that there is no object without an agent, no agency without context and no knowledge without value-alignment. Thus, the paper contributes to theorizing about resource integration through SDL by identifying the need for effective alignment between relevant objects, capable agents and meaningful contexts for value to emerge. The paper also contributes with four facilitators of object-agent-context alignment: tacit knowledge contextualization, collective sensemaking, shared values among engaged actors and feedback on alignment effectiveness.

It advances current conceptualizations of resource integration and value co-creation in SDL by paying explicit attention to a KM perspective.

This paper aims to refer to the knowledge transfer of entrepreneurial skills between digital incubators and nascent entrepreneurs. It questions the role of the context and of the richness of the ecosystems in which these women evolve, as defined by Welter and Baker (2021) on such an attempt.

This research is based on a qualitative study that refers to case studies of women nascent entrepreneurs who evolve into two different contexts – one rich zone and one deprived economic one of the French Parisian Region – and who integrated the same digital incubator.

Context does partly matter: besides the “Where”, the “Who” and, moreover, the level of education and previous entrepreneurial experience really matters, and only educated women, whatever the other components of context, seem to be capable to receive the “best” knowledge transfer from incubators. Second, incubators can be considered as to be a knowledge hub that allow knowledge transfer not only from trainers and coaches to women nascent entrepreneurs but also among women entrepreneurs. This paper concludes with a discussion on the role of digital training and coaching in such knowledge transfers.

Findings are limited to a specific place (the region of Paris). Therefore, women entrepreneurs evolve in more different contexts but the national entrepreneurial and institutional context remains the same. There should be need to explore the role of an incubator that evolves into more contrasted contexts.

If results can be generalized, this means incubators should differentiate their services, teaching and coaching expertize according to the education level of nascent entrepreneurs: This is a plaidoyer against institutionalized incubators that claim to be capable of targeting any nascent (women) entrepreneurs.

This study is also a plaidoyer for more digital incubator to mix persons from different contexts, especially to welcome persons from more deprived economic zones.

The research reveals the role of context – and, some components of the context – intro coaching and training that are provided by online incubators. It contributes to the literature on knowledge transfer that is brought about by incubators. It also contributes to the literature in entrepreneurship by showing that some components among the others that define what we call “the context” matter more than others.

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.

This paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.

According to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.

The literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.

The purpose of this paper is to analyse issues that prevent knowledge sharing in organisations.

The paper contains content analysis of 691 free text comments about the climate for knowledge sharing provided by 848 employees, primarily knowledge workers, in 92 business units and departments.

The paper finds that two main issues that prevent knowledge sharing are the attitudes of the nearest supervisor and a lack of context‐building information. Apathetic managers, who do not actively encourage business/organisational information, and hypocritical managers, who do not “walk the talk”, are the main management behaviours that prevent knowledge sharing according to their subordinates in the sample. The study also suggests that a lack of organisational context‐building information and knowledge impacts the context negatively and makes knowledge workers less prone to share knowledge also in their work groups.

The sample is too small to draw conclusions valid beyond the sample organisations. Respondents in the sample are primarily non‐managers in Europe and Australia. Context‐building knowledge and information have been largely ignored in the knowledge sharing literature. Also, non‐managers tend not to be targeted as respondents in studies on knowledge sharing. The study suggests that managers' apathy should be considered a disabling behaviour with regard to context.

The silo walls in organisations are built of apathy. Few managers actively prevent or resist sharing of knowledge. However, knowledge sharing requires enabling management behaviours. Sharing business/organisational information not related to tasks communicates priority and provides context necessary also for sharing in the work groups.

The paper provides useful information on issues that prevent knowledge sharing in organisations.

With this chapter, we seek to shed light on the question how headquarters (HQ) can cope with geographic distance and effectively transfer relevant knowledge to their subsidiaries. By constructing a mediating model, we aim at disentangling the effects of geographic distance on the relevance of HQ knowledge to their subsidiaries, via the creation of a shared context between HQ and their subsidiaries. We tested our hypotheses using partial least squares based structural equation modelling on a sample of 124 European subsidiaries. We did not find a significant direct relationship between geographic distance and HQ knowledge relevance. Yet, we found support for our mediation hypotheses that geographic distance makes it more difficult for HQ to establish a shared normative and operational context, but that both dimensions of shared context can help HQ to transfer relevant knowledge to their subsidiaries. We contribute to the research on knowledge flows in multinational corporations (MNC) by investigating knowledge relevance directly rather than knowledge flows as such. We also advance our understanding of shared context in HQ-subsidiary relationships by showing that shared context comprises an operational and a normative dimension. Moreover, we contribute to social learning theory in basing our reasoning on the idea that shared practices and social relationships help overcoming distance to manage knowledge transfer more effectively. Finally, we add to the research of distance in international business by conceptualizing space, organizational context and knowledge transfer in one comprehensive model.

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural contexts.

The approach involved the evaluation and analysis of 69 published empirical studies and the categorization of these studies into two groups based on different cultural contexts as described by Hofstede. A meta-analytic approach was then employed to provide a comparative analysis of the categorized studies.

The results of the meta-analysis of the influencing factors of knowledge transfer are consistent with the results obtained in most previous studies, indicating a maturation of research in this area. Influencing factors such as knowledge ambiguity, tie strength, trust, and common cognition are shown to impact knowledge transfer in different cultural contexts, particularly with regard to the individualism-low power distance and collectivism-high power distance dimensions defined by Hofstede.

This analysis was limited to the correlation between the influencing factors and the general performance in knowledge transfer and did not specifically address more detailed dimensions such as efficiency and effectiveness. In addition, this analysis was restricted to the cultural contexts of only two cultural dimensions. However, the review of this broad range of studies provided sufficient data to allow an in-depth analysis of related influencing factors and helped to illustrate and exemplify the influencing mechanisms of culture on knowledge transfer.

The results presented in this paper can help managers working in cross-cultural environments to understand the key influencing factors that affect knowledge transfer in the workplace. By understanding these factors, managers can more effectively implement methods and procedures that improve cross-cultural knowledge transfer in the work environment.

This paper provides a detailed insight into the influencing factors found between two distinctive cultural contexts and offers a fresh analysis of influencing factors with regard to knowledge transfer in a cross-cultural environment.

Organizations, especially those adapting to rapidly changing environments, face the challenge of being able to solve complex problems within highly constrained timeframes. Complex problem solving has been addressed by theories of bounded rationality. However, these theories focus on solving complex but structured problems, and thus, context and how it emerges and transforms is not a central issue. More recently, theories of the firm as a knowledge‐creating entity have focused on how organizations solve complex unstructured problems. These theories suggest that context and contextualization are central elements in problem solving. Yet, no understanding of how context emerges and transforms emerges from these theories. The present paper focuses on the emergence and transformation of context in solving complex unstructured problems, attempts to remedy the shortcomings of the theories described above and investigates the nature of context. Concludes by explaining its role in tacit knowledge sharing.

Knowledge reuse using electronic repositories, while increasingly important, requires more thorough analysis. Service modularity has been recently applied in services research but has not been integrated into knowledge reuse studies. The purpose of this paper is to draw on both service modularity and knowledge reuse to develop and validate a framework that categorises forms of packaged knowledge in an electronic repository.

Drawing on knowledge reuse and service modularity research, a model is proposed. The model is empirically tested using a case study research design.

This research highlighted the value of including both context and process as key dimensions when packaging service knowledge for reuse. This study identifies knowledge types present in modular solutions and how they were configured and reconfigured in the knowledge repository. This research identified five ways modularised services were leveraged. In addition to the traditional scale and stretch approaches, already present, but conflated, in the service literature, three other configurations were identified; shrink, separate and segment.

The findings are based on a single empirical case study which may limit the generalisability of the findings. There is a need for additional research to further validate the model in additional contexts.

This study provides managers with empirical examples of how a modular repository was used in practice and outlines five ways of recombining contextual and processual elements to enable service codification and reuse. It has implications for how knowledge is decomposed and recombined in repositories, suggesting an explicit separation of context and process knowledge while developing modular elements within both.

To the best of the author’s knowledge, this is the first study that explicitly uses context and process as dimensions and draws on service modularity to understand types of knowledge reuse in electronic repositories. In doing so, it adds value by developing and validating a model that identifies five types of reuse.

SMEs may be trapped in a suboptimal stable equilibrium, as many overloaded managers are cutting back on their resources and may be over‐investing in the development of exploration and exploitation processes rather than investing in mechanisms to facilitate an unlearning context. This paper proposes an unlearning context to manage an appropriate balance between exploratory processes and exploitative processes.

This paper examines the relationship between and significance of two key factors of organisational learning (the exploration and exploitation of knowledge) within an unlearning context, and their effects on the improvement of the performance of SMEs. These relationships are examined through an empirical investigation of 229 SMEs in the Spanish metal sector.

The results indicate that the effects of exploration and exploitation of knowledge on organizational performance are mediated through an unlearning context.

The findings provide interesting insights into the drivers of organizational performance for SMEs using an unlearning context. SMEs need to provide for and support changes of perspective, of individual habits and in the framework for consolidating emergent understandings.

Knowledge-intensive entrepreneurial firms succeed when they can better marshal their knowledge resources into productive advantages, necessitating entrepreneurial orientation (EO) and knowledge management (KM) processes of knowledge acquisition, application, conversion and protection. However, configurations of EO and KM processes are unaccounted for in extant theory, and the differences between the operating context of knowledge-intensive entrepreneurial firms are unclear. Therefore, this study investigates the configurational combination of EO and KM processes in two different contexts as native and immigrant entrepreneurial firms.

Drawing on the knowledge-based theory, the authors apply fuzzy-set qualitative comparative analysis (QCA) and necessity analysis of QCA (NCA) to data from Malaysian native (N = 185) and immigrant (N = 146) service-oriented entrepreneurial firms.

The results demonstrate that immigrant entrepreneurial firms’ performance relies on knowledge processes of knowledge acquisition and application to ensure intelligent effectuation of EO; but for native entrepreneurial firms, the critical knowledge processes for performance success are knowledge conversion and protection. The NCA suggests that EO is critical for both firms; however, conjunctional causations differ based on KM processes.

This study enriches the emerging knowledge-based theory of the entrepreneurial-oriented firm by advancing the theory and conversation by revealing how EO, KM processes and context link in which the profile of the EO–performance relationship is configurationally dependent. The study advances the knowledge-based theory of entrepreneurially-oriented firms to account for entrepreneurship in context.