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This paper responds to a recent trend towards reifying “knowledge hoarding” for purposes of quantitative/deductive research, via a study of information technology (IT) service professionals. A “rhetorical theory” lens is applied to reconsider “knowledge hoarding” as a value-laden rhetoric that directs managers towards addressing assumed worker dysfunctionality.

A qualitative study of practicing IT service professionals (assumed within IT service management “best practice” to be inclined to hoard knowledge) was conducted over a 34-day period. Twenty workers were closely observed processing IT service incidents, and 26 workers were interviewed about knowledge-sharing practices.

The study found that IT service practice is characterized more by pro-social collegiality in sharing knowledge/know-how than by self-interested strategic knowledge concealment.

The study concerns a single occupational context. The study indicates that deductive research that reifies “knowledge hoarding” as a naturally occurring phenomenon is flawed, with clear implications for future research.

The study suggests that management concern for productivity might be redirected away from addressing assumed knowledge-hoarding behaviour and towards encouraging knowledge sharing via social interaction in the workplace.

Previous studies have not directly examined the concept of knowledge hoarding using qualitative methods, nor have they considered it as a rhetorical device.

Begins with a critical review of the literature on knowledge management, arguing that its focus on IT to create a network structure may limit its potential for encouraging knowledge sharing across social communities. Two cases of interactive innovation are contrasted. One focused almost entirely on using IT (intranet) for knowledge sharing, resulting in a plethora of independent intranets which reinforced existing organizational and social boundaries with electronic “fences”. In the other, while IT was used to provide a network to encourage sharing, there was also recognition of the importance of face‐to‐face interaction for sharing tacit knowledge. The emphasis was on encouraging active networking among dispersed communities, rather than relying on IT networks. Argues for a community‐based model of knowledge management for interactive innovation and contrasts this with the cognitive‐based view that underpins many IT‐led knowledge management initiatives.

This paper examines the appropriation of innovations in a number of qualitative case studies through the theoretical lens of the activity based perspective on knowledge. Because knowledge is deeply embedded within its context of use, and the practices through which it is utilized, the knowledge base of most organizations is highly distributed. This means that innovation processes which are multi‐site, or cross functional in scale, are likely to involve the integration, and reconfiguration of diverse bodies of internal, organizational knowledge. This suggests that one of the dominant themes in the contemporary innovation literature, which emphasizes the extent to which they involve the integration of internal and external knowledge, requires to be re‐evaluated to take greater account of equally important processes of internal knowledge integration. Further, the embeddedness of knowledge in practice, means that the blending together of such diverse bodies’ knowledge is likely to involve processes of intensive social interaction.

This paper aims to understand how interest in the topic of knowledge management has evolved in the decade between 1998 and 2008 and to evaluate the claim that knowledge management is a management fashion.

The paper uses the academic publications database to investigate academic interest in the topic of knowledge management between 2000 and 2008, and company web sites to evaluate level of contemporary interest among global consultants and professional service firms in knowledge management.

The data presented challenge the idea that knowledge management can be regarded as a transient fashion, showing that academic interest in the topic has been sustained throughout the first decade of the twenty‐first century. However, in contrast to this, there has been a significant decline of interest in knowledge management among global consultancies and professional service firms.

The data on levels of academic interest in knowledge management were taken from only one source (ABI Proquest) and data on the level of interest among consultants and professional service firms were based on an analysis of their web sites.

The paper provides the first systematic evaluation of the level of interest in the topic of knowledge management in almost a decade.

This paper contributes to the development of the knowledge management and human resource management literatures through developing the linkages between them. Increasingly it is being acknowledged that the success of knowledge management initiatives is fundamentally predicated on having workers who are prepared to share their knowledge. It is suggested that HRM concepts and frameworks could be utilized to improve our understanding of what shapes the willingness (or reluctance) of workers to share their knowledge. Specifically the paper considers how the motivation of workers to share their knowledge may be shaped by their level of organizational commitment. Guest and Conway’s model of the psychological contract is modified to link commitment with knowledge‐sharing attitudes and behaviours. Finally, it is suggested that, if commitment is linked to knowledge‐sharing attitudes, then the apparently low commitment levels reported by a number of surveys may mean this represents a key problem for knowledge management initiatives.

The purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.

A field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.

The results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.

First of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.

Nowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.

Teleworking, working from home and flexible work have gained popularity over the last few years. A shift in policies and practices in the workplace is required owing to the COVID-19 pandemic accelerating current trends in work-from-everywhere (WFE) research. This article presents a systematic literature review of WFE research from 1990 to early 2023 to understand the transformation of the field.

The Web of Science database was used to conduct this review based on rigorous bibliometric and network analysis techniques. The prominence of the research studied using SPAR-4-SLR and a collection of bibliometric techniques on selected journal articles, reviews and early access articles. Performance and keyword co-occurrence analysis form the premise of cluster analysis. The content analysis of recently published papers revealed the driving and restraining forces that help define and operationalize the concept of WFE.

The major findings indicate that the five established and accelerated trends from cluster analysis are COVID-19 and the pandemic, telework(ing), remote working, work from home and well-being and productivity. Driving and restraining forces identified through content analysis include technological breakthroughs, work–life integration challenges, inequality in the distribution of jobs, gender, shifts in industry and sector preferences, upskilling and reskilling and many more have been published post-COVID in the restraining forces category of WFE.

A key contribution of this pioneering study of “work from everywhere” is the linking of the bibliometric trends of the past three decades to the influencing and restraining factors during the pandemic. This study illustrates how WFE could be perceived differently post-COVID, which is of great concern to practitioners and future researchers.

A wide range of publications on WFE and multiple synonyms can create confusion if a systematic and effective system does not classify and associate them. This study uses both bibliometric and scientometric analyses in the context of WFE using systematic literature review (SLR) methods.

Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Notes of the United States National Advisory Committee for Aeronautics and publications of other similar Research Bodies as issued

Background: The ageing population is generating increasing concern over the occurrence and associated costs of falls in healthcare settings. Supplementary to the investigation of strategies to prevent falls, is the consideration of ways to reduce the number of injuries resulting from falls in these settings.Aims: This overview assesses the status of research on flooring in healthcare settings to reduce the incidence of injury resulting from falls.Methods: A comprehensive literature search, carried out in conjunction with a Cochrane Systematic Review on hospital environments for patient health‐related outcomes, identified the available evidence. Searches were also conducted in Medline and Scopus specifically to identify studies on flooring types, falls, and injuries. Reference lists of relevant studies and reviews were scanned and relevant authors were approached for further information.Conclusions: Flooring should be considered as a possible intervention for reducing injuries from falls, however, more rigorous and higher quality research is needed to identify the most appropriate materials for use.

The purpose of this paper is to investigate how knowledge is currently being collected, distributed, managed and the perspective of knowledge management's (KM) strategic significance to performance within a broad range of Hong Kong organizations.

A questionnaire was administered to a broad cross‐section of Hong Kong business organizations to elicit input regarding current KM practices within the organization, their perspective on its value to organizational performance and competitive advantages.

The results indicate a fuzziness exists concerning KM's potential benefits. Majority of respondents felt a KM policy existed, while a smaller number did not and even less did not know. Findings show a high dependence on personal networks and a high use of information technology tools such as intranet, Groupware, and other decision support tools. Barriers to sharing included power loss, appearing dependent, a basic unwillingness to share with national culture possibly playing a role. Incentives did not appear to encourage sharing with management of KM programs not focused on a particular department or individual. Respondents were evenly divided over strategic benefits but felt the existence of an internal culture that promoted sharing could result in competitive market advantages.

First, it provides a better understanding of KM issues within Hong Kong organizations, the current status of KM's implementation and readiness to accept and adopt best KM practices. Second, the findings also offer business practitioners a better understanding of the internal mechanisms necessary to leverage a firm's specific resources. Finally, the results shed additional clarity on the fuzziness surrounding KM's correlation to being strategically significant to the firm.

Unlike previous studies, the paper uses a holistic approach as opposed to best practices firms. The findings contribute to previous research and provide insights into current practices which identified differences and gaps; recognized areas of improvement; and should help stimulate use of KM and provided an understanding of internal mechanisms necessary to leverage internal resources.