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Business process redesign (BPR) is a management technique to radically transform organizations for dramatic improvement. Information technology (IT) plays a critical role in BPR. The present study examines the links between IT infrastructure and BPR. The moderating effects of industry type, and information intensity of the firm are also analyzed. Data for the study were gathered through a survey of Fortune 500 US firms at divisional levels. Out of 1,200 questionnaires mailed to Fortune500 firm‐divisions, 124 responses were received. Out of 124 firm‐divisions 73 firm‐divisions were found to be adopting BPR techniques; 39 firm‐divisions were found to be adopting incremental improvement approaches. The rest of the responses were incomplete and could not be used. For data analysis, therefore, only 73 firm‐divisions were considered. The results of the study support the hypotheses that network infrastructure affects the dimensions of BPR (process improvement thrust, and customer focus), but data integration was not found to be significantly affecting the BPR dimensions. The moderating effect of industry type was found to be significantly affecting the relationship between network infrastructure and BPR dimensions. Other relationships were not found to be significant.

The global economic fallout following the unexpected onset and rapid spread of COVID-19 pandemic worldwide, in early 2020, has necessitated international and national action plans towards new normal models of realignment in enterprise bottom-line and management. In 2020, ‘Supporting Small Business through the COVID-19 Crisis’ was declared the lead theme of the MSME Day – June 27 – by the UN. A ‘COVID Response Alliance for Social Entrepreneurs’ was launched by an affiliate of the World Economic Forum (WEF). Drawing inspiration from the ‘small business’ focus of the UN MSME Day declaration and the ‘social entrepreneurship’ perspective of the WEF, the study seeks to draw few perceptions and conclusions in the post-COVID economic recovery context of India, where Micro, Small and Medium Enterprises (MSMEs) are observed to be a key driver of development, thanks to an add-on supportive package in the wake of the COVID-19 economic crisis. It is found that the package fails to provide a direct push for promotion of social enterprises/entrepreneurship in the Indian MSME sector, as there is no focused policy approach on leveraging ‘entrepreneurship resources’. Hence, the general trend of the sector continues to be dominated by the ‘for-profit first’ concern rather than a fair blend of ‘social value creation first’, with ‘profit’. Discourse on social entrepreneurship and action-oriented rehabilitation tools proposed in the Covid context globally have failed to reorient the dominant outlook of social enterprises in India – business as a tool for achieving social impact – to social impact as a spontaneous/positive outcome from business. The study highlights the lapses on the ground, of theoretical formulations, despite their couching in Covid contexts, and the need for a more institutionalised enabling environment for social value creation, impact investment and social stock exchange in the social enterprise ecosystem.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.

Aims to explore the relationships between groupware use and the knowledge management process.

The activities comprising the knowledge management process are conceptualized as: knowledge creation, knowledge maintenance, knowledge distribution, and knowledge review and revision. The data for this exploratory study were gathered through a telephone survey of managers at Fortune 1000 firm divisions. Based on the prior literature, it was expected that use of certain types of groupware and certain aspects of the knowledge management process would be significantly associated with each other.

The results of this exploratory study show that the groupware tools which enhance or support traditional aural media were significantly associated with most of the knowledge management processes we identified. However, e‐mail is the sole groupware tool that is significantly associated with knowledge distribution.

As an exploratory study, this research highlights some interesting trends in the knowledge management process, and suggests multiple lines of future research.

The purpose of this paper is to evaluate knowledge management (KM) processes and to investigate their impact on organisational performance (OP) within the context of the airline industry (AI).

An inductive and deductive qualitative approach was used based on a preliminary study. A pilot study was conducted which involved the use of interviews as a primary data collection method. Content analysis was used to extract and analyse themes from the data.

The study showed that knowledge usage is the most influential aspect of KM in terms of the impact on OP. Moreover, the study revealed that knowledge transfer is a common KM process employed by organisations.

This study outlined the findings of a pilot study which aimed to test a proposed conceptual model and to provide an initial understanding of the interrelationships between KM processes and OP. To this end, a number of interviews were conducted in order to consolidate a conceptual model. As such, the nature of this preliminary study imposed some time and context limitations. These limitations will be dealt within later stages of the research journey.

The value of the study is generated from the extensive review of the literature it provided which enhanced proposing a conceptual model that was initially tested with the aim of defining an appropriate KM processes within a unique and yet untested context as well as describing the impact of these processes on OP. Determination of KM processes is expected to set a guideline for future research in the AI.

This study aims to examine and understand the impact of reverse logistics adoption on firms' digitalization and collaboration activities. Specifically, leveraging the knowledge-based view, this study examines how adopting sustainable logistic practices (reverse logistics) prepares firms to embrace digitalization and encourages them to collaborate with other organizations.

The study used longitudinal survey data from two waves (2017 and 2019) from the Mannheim Centre for European Economic Research. The authors used the negative binomial regression analyses to test the impact of reverse logistics adoption on the digitalization and inter-organizational collaboration dependent count variables.

The study's findings highlight the usefulness of reverse logistics in enabling digitalization and inter-organizational collaboration. The results show that the firms investing in sustainable supply chains will be better positioned to nurture digitalization and inter-organizational collaboration.

For resource-bound managers, this study provides an important insight into prioritizing activities by highlighting how reverse logistics can facilitate digitalization and collaboration. The study demonstrates that the knowledge generated by reverse logistics adoption can be an essential pillar and enabler toward achieving firms' digitalization and collaboration goals.

The study is among the first to examine the effect of reverse logistics adoption on firm activities that are not strictly associated with the circular economy (digitalization and collaboration). Utilizing the knowledge-based view, this study reports on the additional benefits of reverse logistics implementation previously not discussed in the literature.

This paper aims to select and rank the solutions of knowledge management and apply them to the supply chain for boosting its performance. Therefore, organizations can focus on the high-priority solutions and assign the resources to the strategies related to these solutions.

A decision making trial and evaluation laboratory-based analytic network process method is first used to rank the barriers of implementing the knowledge solutions and preference ranking organization method for enrichment evaluations technique is then used to rank the knowledge-based solutions which improve the overall performance of the supply chain. Then, a mathematical model is proposed to select the best solutions where the effectiveness and fairness are maximized while the cost and risk are minimized. The proposed model is implemented over a dairy supply chain in Iran. The solutions are obtained using the literature and the experts’ panel of the supply chain.

Lack of trust and commitment of supply chain members, besides different interests, values and cultures of the supply chain members, is the most challenging barrier to knowledge management solution. Strengthening the cooperation culture in the chain, setting up a transparent workflow or open-door policy, setting up enough incentives and reward and punishment and setting up positive leadership toward knowledge management are the most important strategies for removing the existing barriers or decreasing their impact on the supply chain.

Solutions with the highest priority are not necessarily the best solutions for implementation; the requirements of organizations must also be considered. Mathematical model in this study helped to select solutions based on their cost and risk, as well as their priority level.

This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and individual competence (IC), which are considered very much essential for achieving a heightened competence at an individual level. In the present scenario, knowledge intensive organizations are striving highly to manage competitiveness for their survival in the market. The role of knowledge capability is very much pivotal in ensuring the success of knowledge process implementation.

A methodical review has been carried out of empirical and conceptual articles to justify the linkages among KMI, KMS, KMP and IC, particularly accessed through sources such as Pro Quest, EBSCO host, Google Scholar and other e-databases. This review integrates a conceptual framework to explore the relationship among the aforesaid constructs.

This study provides valuable insight into the role of KMI and KMS in enabling various KM processes. It also contributes significantly to organizations by helping them to integrate KM processes so as to enhance IC.

This paper provides helpful suggestions to drive the KMPs by facilitating suitable congruence of infrastructure capabilities and KMSs within organizations. Further, this study would also be helpful in enhancing IC along with organizational competence. Study limitations are also discussed.

This paper contributes to knowledge and competence management literature by adding the fact that KMI and KMS both precede KMP for better outcomes at an individual level.

The paper aims to identify and discuss barriers and facilitators to four processes implied in knowledge management (KM; acquisition, creation, sharing, and transfer). Technological, socio‐organizational, and individual barriers and facilitators are considered.

A literature review was carried out. Four databases (ISI Web of Science, EBSCO, Emerald, and ProQuest) were used for identifying relevant papers. The search covered the time period between January 1985 and August 2010.

Factors affecting the four KM processes involve some form of social capital and the interaction between technology and users' needs and activities. In addition to technology and social capital variables, other factors such as leadership, performance‐oriented culture, training and development practices, and T‐shaped skills emerged as relevant for KM processes. The authors conclude that KM thrives in positive organizational contexts and fails when the infrastructure establishing positive contexts is absent.

A hybrid positive approach (adopting the “positive deviance” lens of positive organizational scholarship without neglecting the negative features of organizational life) is adopted. The authors argue that the strategies to fight negative features of organizational life for improving KM processes are potentially different from those seeking to promote positive qualities with the same aim. A fruitful perspective for studying and improving KM processes may be to look for the constructive tension emerging from positive and negative features of organizational life. In short: only by advancing positivity and removing negativity may KM flourish.