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The purpose of this paper is to develop a better understanding of the process used by organizations to leverage external knowledge. A model of the knowledge leveraging process is developed, which hypothesizes joint sensemaking is a key antecedent to both explicit and tacit knowledge exchange, a dual role for explicit knowledge exchange (i.e. as an antecedent of both tacit knowledge exchange and absorptive capacity) and absorptive capacity is a key mediator between knowledge exchange (both explicit and tacit) and organizational innovativeness.

The hypothesized model is tested using survey data gathered from over 230 Chinese companies. The results from the analysis of the hypothesized model are compared to ones from a theory-based rival model. The analyses are performed using partial least squares analysis.

The results suggest key roles for both joint sensemaking and absorptive capacity in the knowledge exchange process. In addition, our findings provide evidence regarding the interplay between explicit and tacit knowledge exchange and their role in the knowledge leveraging process.

The cross-sectional nature of the study provides limited inferences regarding causality. In addition, organizational innovativeness is measured using self-reported, subjective assessments. However, the results provide valuable insights into the knowledge leveraging process.

The study increases our understanding of how organizations leverage external knowledge to improve organizational innovativeness. In addition, it provides specific guidance for managers interested in leveraging external knowledge.

Knowledge and knowledge management issues are receiving increased attention in the marketing literature. However, due to the complexity involved in transferring and using external knowledge, our understanding of the processes involved is limited. Our study provides some insights regarding how firms leverage external knowledge and therefore should be of interest to both researchers and practitioners.

This research investigated the influence of the dimensions of the SECI theory, LMX theory and a newly developed teacher–student knowledge exchanges (TSKE) on preparedness of students for the workplace.

Based on a sample size of 214 business education students drawn from six programmes, structural equation modelling using AMOS was adopted to show relationships between dimensions of SECI, LMX and TSKE.

The statistical analysis revealed that dimensions of the SECI theory, especially socialization and externalization; dimensions of the LMX theory, especially professional respect; and dimensions of the newly developed TSKE perspective, especially the SECI-dominated knowledge exchange were significant influencers of students' workplace preparedness.

Existing literature that focussed on the knowledge management theme in education industry scarcely examined the processes that are critical to knowledge creation and exchange in HEIs. Therefore, the present study adopts a synthesis of SECI and LMX theories to explain how knowledge creation can occur in HEIs and prepare students for the workplace.

This paper aims to integrate the knowledge management and marketing literatures to examine the relationships between knowledge management (KM) practices during a service exchange and customers' satisfaction and behavioral intentions.

Data were collected in an experimental setting using video scenarios; hypotheses were tested using MANOVA and ANCOVA.

Results show that tacit rather than explicit KM practices used by service providers have a greater influence on customer satisfaction and behavioral intentions. The mediating effects of perceived control and fairness on the relationship between KM practices and customer satisfaction are also found.

This paper extends research in the area of knowledge management, customer relationship management and services management, and suggests future theoretical and methodological research directions. Although the sample is representative of the population, no claims are made to generalize the findings of the study to the broader population.

Managers need to understand the value of knowledge management in service encounters and specifically focus on the tacit knowledge that front‐line workers possess. Managers need to install organizational systems that encourage front‐line workers to develop and use tacit knowledge in service encounters.

The impact of knowledge management practices on consumer evaluations of service has received less research attention. No prior studies have investigated the influence of KM practices in a service encounter context. This paper focuses on the influence of two fundamental knowledge management components, namely tacit and explicit knowledge, on consumer reactions.

Owing to limited research exploring the role of emotional constructs on different types of knowledge sharing, this paper aims to examine the impact of emotional intelligence on two different types of knowledge sharing, namely, tacit knowledge sharing and explicit knowledge sharing. Further, this study also attempts to explore the moderating role of work experience between emotional intelligence-knowledge sharing relationship.

A survey design methodology is used to collect data from 245 employees of global information technology (IT) companies located in India. Structural equation modelling technique was applied to test the hypothesised relationships among the constructs.

The results indicate that emotional intelligence has a stronger positive effect on tacit knowledge sharing (ß = 0.78, p < 0.001) compared to explicit knowledge sharing (ß = 0.59, p < 0.001). Multigroup analysis results reveal that influence of emotional intelligence on tacit knowledge sharing was stronger for high experience group compared to low experience group. However, no significant differences were found based on work experience for the emotional intelligence-explicit knowledge sharing relationship.

This study suggests suitable interventions that management can adopt to enhance tacit as well as explicit knowledge sharing in global IT organisations.

This study provides a comprehensive understanding of the differences that exists between tacit and explicit knowledge sharing and highlights the impact of emotional intelligence on these distinctively. It advances knowledge sharing literature and brings uniqueness by exploring the moderating role of work experience on emotional intelligence-knowledge sharing relationship in a non-western setting.

The purpose of this paper is to report an explicit taxonomy of maritime operations (MO) to guide harbour masters (HMs) of smaller ports in planning more sustainable operations.

This research presents strategies for building theory to promote more sustainable port management in a two-stage research design. Starting from a base taxonomy in research Stage 1, ethnographic content analysis (ECA) of a sparse prior literature on MO generated a tentative taxonomy. In Stage 2, interviews to capture tacit practitioner knowledge refined the tentative taxonomy into a credible practitioner-informed final taxonomy.

ECA offers researchers a powerful tool to analyse complex operational problems. In this paper MOs are represented in an explicit taxonomy.

A final taxonomy of MOs guides sustainability strategy formulation by HMs and assists them to protect vital commercial revenues which serve supply chains and local communities.

An explicit final taxonomy of MO is derived using a novel methodology. The taxonomy guides sustainability strategy formulation and underpins subsequent planning of sustainable development policies.

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level.

The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques.

The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect.

The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

This study investigates the role of supply chain knowledge management in enhancing pharmaceutical supply chain resilience.

This study focusses on the Middle East region, where semi-structured online interviews were conducted with 38 professionals from the pharmaceutical supply chain to collect empirical data.

The study reveals that supply chain knowledge management is a crucial value-adding practice that improves pharmaceutical supply chain resilience. Effective supply chain knowledge management enables organisations to develop agility, change, adaptability, problem-solving, response and innovation capabilities that support supply chain resilience. However, challenges related to supply chain management practices, people, processes and technology hinder the effective promotion of supply chain knowledge.

This study reminds managers that knowledge management is critical for building resilience in supply chains.

The study highlights the importance of a resilient pharmaceutical supply chain for organisations and society. The study advocates that effective supply chain knowledge management can help ensure a sustained supply of high-quality pharmaceutical products and services during crises.

The study offers novel insights by examining pharmaceutical supply chain resilience from a knowledge management perspective and highlighting the potential of knowledge capabilities to enable supply chains to recover from crises and adapt to the new normal. This study also highlights the key strategic considerations for managing knowledge effectively throughout the supply chain.

This research aims at finding out how the efforts of Korean enterprises to convert data and information into knowledge are related to the use of information technology. It also aims to come up with plans to efficiently introduce external knowledge by applying information technology.This research was conducted focusing on the cases of enterprises that are carrying out knowledge management by applying information technology and the result shows that Korean enterprises place high value on the application of information technology in introducing knowledge management. However, the use of information technology is not common to all enterprises in four kinds of knowledge conversion. For an organization to efficiently acquire and apply valuable knowledge, the boundary of an enterprise should be extended, and for this, the enterprise should be changed into an extended knowledge enterprise, which is founded on the trust and compensation of all the interested parties. In an extended knowledge enterprise, its first consideration is to acquire knowledge that can efficiently manage and control the interests of customers, suppliers, public institutions, and competitors that exist in the surroundings and to acquire the core knowledge that can make those people and institutions participate. In addition, the organization should possess knowledge base and information communication technology that can smoothly convert data and information into knowledge, by efficiently connecting them.

The aim of this paper is to investigate the impact of knowledge sharing (KS) on firm performance and the mediating role of intellectual capital (IC).

A research model was developed based on prior KS and IC studies. A survey was administered to a sample of high technology firms in China and 228 usable responses were collected. Structural equation modeling (SEM) was employed to test the research model.

Tacit KS significantly was found to contribute to all three components of IC, namely human, structural and relational capital, while explicit KS only has a significant influence on human and structural capital. Human, structural and relational capital, enhance both operational and financial performance of firms. The effect of KS on firm performance is mediated by IC. Explicit KS has a greater effect on financial performance than operational performance, whereas tacit KS has a greater impact on operational performance than financial performance.

The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study takes its lead from and extends prior research, thus providing a deepened understanding of the role of KS in organizational settings.

The paper suggests that managers can enhance firm performance by enhancing their KS and IC. Managers can develop corresponding strategies based on the findings to achieve their specific performance goals.

This is one of the first papers to examine how KS contributes to firm performance through the mediation of IC. It will add significant value for organizations trying to enhance their performance though KS practices.