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This paper proposes a fully holistic framework of the “Knowledge Management Gap” to demonstrate the management gaps that might occur when implementing the knowledge management system.

The relevant literature is reviewed, and then the concept structure proposed.

This study identifies reasons for knowledge gaps and demonstrates several fundamental approaches to avoid them. Furthermore, corrective actions are proposed to enhance the success of the implementation of the knowledge management systems.

This study tries to explore the factors associated with knowledge management gaps. This research is an exploratory study, so the results are only propositions; hence an empirical survey should be carried out in the future.

This framework is expected to provide a convenient way to audit the knowledge management gaps, and thus enterprises can make corrections and adjustments accordingly to greatly enhance their chances of success, while implementing the knowledge management systems.

An innovated framework of “KM gaps” is proposed to fully illustrate the management gaps that might occur during the implementation of knowledge management. Furthermore, the actions to reduce the misfit between the capability and implementation of KM systems are also demonstrated.

The objective of this paper is to propose a practical and operable method to identify and fill organisational knowledge gaps during new product development.

From a microscopic view, this paper introduces the tree-shaped organisational knowledge structure to formalise the knowledge gaps and their internal hierarchical relationships. Based on the organisational knowledge structure, organisational knowledge gaps are identified through tree matching algorithm. The tree-edit-distance method is introduced to calculate the similarity between two organisational knowledge structures for filling knowledge gap.

The proposed tree-shaped organisational knowledge structure can represent organisations' knowledge and their hierarchy relationships in a structured format, which is useful for identifying and filling organisational knowledge gaps.

The proposed concept of organisational knowledge structure can quantify organisational knowledge. The approach is valuable for strategic decisions regarding new product development. The organisational knowledge gaps identified with this method can provide real-time and accurate guidance for the product development path. More importantly, this method can accelerate the organisational knowledge gap filling process and promote organisational innovation.

The purpose of this paper is to analyze the processes of identification, emergence and filling of organizational knowledge gaps over an extended period of time, using the strategy in action perspective. Specifically, it aims to explore the nature and types of knowledge gaps, to capture their changes and to shed some light on the processes of filling knowledge gaps.

The study is based on two case studies and adopts a processual approach. It analyses 40 years of data collected using secondary sources and semi-structured interviews over a period of two years and identifies critical organizational events both in retrospect and real time.

The findings show that the two case study companies have identified a number of knowledge gaps over the 40 years period. Changes in the nature and type of knowledge gaps are identified and discussed in detail leading to a new taxonomy of organisational knowledge gaps. The findings report that knowledge gaps emerge due to changes in both exogenous and endogenous conditions over time. The filling of those gaps depends on a number of factors. Among these, the ability to make a distinction between “strategic” and “imposed” knowledge gaps and the ability to build absorptive capacity within a stipulated time frame have a predominant role.

The respondents were asked to look back into the history of their company using their memory of events to provide explanations surrounding critical organizational events. Since some of the respondents had not witnessed all of the events in question, their responses were at times based on hearsay. However, every effort was made to check the authenticity of the respondents ' explanations, such as using a range of sources and discussing the events with respondents at different hierarchical levels of the company.

This study provides examples of knowledge in practice and puts forward a new taxonomy of knowledge gaps which can help managers to deal with imposed and strategic knowledge requirements. Specifically, this study equips managers with tools on how to devise their knowledge strategy, how to identify their knowledge requirements and what are different sources (internal and external) which they can explore to fill those knowledge gaps.

The paper builds on the strategy in practice perspective, which stresses the need for further studies to link theoretical frameworks with practical solutions. In this respect, this paper attempts to make sense of organizational knowledge theory by applying it in real life business situations and by unearthing the concept and usage of knowledge gaps. The use of a retrospective processual approach to study changes in organizational knowledge requirements over time is another interesting aspect of this research. Finally, the paper provides a new taxonomy of organizational knowledge gaps.

To propose a holistic framework for understanding the “knowledge‐management (KM) gap” – illustrating six types of gaps that might occur within KM activities.

The content‐analytical approach with the thematic analysis was implemented in the study. Through an in‐depth interview with the top managers of two firms, explores the causes of these gaps and fundamental approaches to bridging these gaps.

This study identifies a comprehensive set of factors that could potentially impact the magnitude and direction of these gaps and the corrective actions to enhance the success of the implementation of the KM system.

The study has done in‐depth interviews with only two firms and five companies. The results may need to be validated by a robust survey. Reasons for these gaps and several fundamental approaches to avoid them are presented.

This framework is expected to provide a convenient way to audit KM gaps and, thus, enterprises can make corrections and adjustments accordingly to greatly enhance their chances of success while implementing the KM system.

Proposes an innovative framework of “KM gaps” to fully illustrate the management gaps that might occur during the implementation of KM. Furthermore, the actions to reduce the misfit between the capability and implementation of KM systems are also demonstrated.

This study investigated four different economic level areas of China (Shanghai, Shandong, Shaanxi, and Guizhou) to analyze the eastern and western urban and rural media service status at different development stages. This set of data comes from the comparison of regional urban and rural areas and indicates the various aspects of differences in the survey area, including the media use habits, media resources, media consumer demand, evaluation of media services, the role of media in public life, public knowledge level, and so on. On analyzing data comprehensively, one thing can be found that there is a positive correlation between the public media contact degree and the public knowledge level. The media plays an extremely important role in public life and regional public knowledge gap between urban and rural areas exists. Furthermore, this gap is positively correlated to the media resources and media exposure. The trend of media using on mobile phone and computer in urban areas increases significantly greater than in rural areas. Then, how to narrow the urban–rural and regional public knowledge gap and reduce the negative impact of the digital divide will be an important urgent task.

Currently, there is widespread consensus that training is helpful to the long-term success of business competitive advantages. However, youth continue to invest in various self-employment business options with low quality of short term trainings. The purpose of this study was to understand the competency level, training need and the role of training to business survival.

This study examined the training needs of youth engaged in self-employment and validated its role in sustainable business performance using primary data. To determine training needs, data were analysed using effect size, and probit model was used to understand the predictive validity of training gap to business performance.

This study has strong evidence that youth engaged in self-employment career have low entrepreneurial competency. The findings of this study revealed that there was little effort to narrow skill and knowledge gaps of youth before entry into self-employment. Training deficiencies were reported in business planning, confidence, risk and time management, conflict management, and communications skills. In addition, self-employment business options were starting up their function with insufficient entrepreneurial knowledge and skills. This would have limited businesses' better chance of long-run survival. Training should be given to bridge the knowledge and skill gaps of youth to ensure the long-term survival of their business. Recommendations include: government should allocate budget for youth short term training, relevant stakeholders should also create access to training for youths before and after entry into self-employment.

Small businesses, during start up with sufficient knowledge and skills, have a better chance of long-term survival. Therefore, this study calls for organized training that would be given to youth to bridge their knowledge and skill gaps on certain competency items and to ensure the long-term survival of micro and small enterprises. Relevant stakeholders should also deliberately create access to training for youth before and after entry into self-employment.

To the best of the authors' knowledge, this study is the first to provide empirical evidence of measurement of training gap and its effects of training on small business performance. Understanding role of training gap in business performance requires measurement of level of competency and training need in operating self-employment schemes. Validating consequence of level of training needs towards business performance of youth is essential to understand the contribution of skill training in the promotion of self-employment. The predictive validity of training need to business performance enhances our knowledge of the importance of training for small enterprise development. Previous studies focus on real training and its quality, however, fails to link youth self-employment initiatives. The finding of this study provides important insights on how strong skill training is important in supporting long term survival of youth self-employment.

The paper aims to focus on a strategic approach for making trade-offs between knowledge and risk.

Knowledge and risk are viewed as organizational resources that have an inherent trade-off between them, so that optimal firm performance does not necessarily arise through greater accumulation of knowledge nor from reduced risk. This trade-off is represented as an efficient knowledge-risk frontier. The paper examines the dynamics of this frontier on organizational performance.

The concept of knowledge-risk strategy is presented which contends that non-probabilistic risk or uncertainty originates from gaps in knowledge.

The paper proposes a new line of research to understand decision-making in organizations, particularly those which focus on knowledge intensive products and services.

The paper proposes managerial approaches to improve organizational positioning relative to the efficient knowledge-risk frontier through greater awareness of contributors to knowledge gaps and risk in decision situations, as well as traditional strategic tools such as outsourcing.

The postulated link between risk and knowledge gaps establishes a knowledge-based view of firm risk and recognizes trade-offs for decisions regarding knowledge accumulation.

The purpose of this study is to examine the knowledge gap hypothesis in the context of smartphone use for news to understand whether mobile news consumption could bridge or widen the knowledge gap between people of higher and lower socioeconomic status (SES).

The authors examine how smartphone news consumption is associated with the knowledge gap hypothesis by analyzing a survey dataset from Hong Kong. This study focuses specifically on a moderated mediation model in which the indirect effect of mobile news consumption on political knowledge via discussion network heterogeneity is contingent on level of education.

Smartphone use for news/information was positively associated with level of discussion network heterogeneity. The indirect effect of smartphone news use on political knowledge via discussion network heterogeneity was stronger for those with lower levels of education.

This study advances the understanding of the role of smartphone use in contributing to the functioning of deliberative democracy as this use enhances discussion network heterogeneity and general levels of political knowledge. Moreover, our study contributes to the literature on the knowledge gap by not only examining the relationship between smartphone use, discussion heterogeneity, and political knowledge but also taking into consideration individual levels of education.

To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge‐based organization.

Through interviews with executive leadership in several higher education institutions, the ontology of knowledge management was established and the methods by which knowledge gaps were resolved were explored. The question of how leadership behaviors, policies, and programs enable or inhibit knowledge‐processing activities was analyzed.

Leadership influence in six key areas emerged as significant in the study: environment manager, network manager, policy manager, crisis manager, knowledge gap manager, and future leader preparation. The authors confirmed that the leader has tremendous control over the knowledge‐processing environment and the role of leadership has broader influence than the resolution of knowledge gaps.

By understanding leadership roles in knowledge management, organizations and their leaders can enhance the learning capacity of the organization.

Money Laundering Reporting Officers (MLROs) carry out day-to-day anti-money laundering (AML) tasks while directors ultimately remain responsible for AML compliance. Therefore, directors’ expectations of what their MLROs do should ideally coincide with what their actual tasks to minimise liability risk. This paper aims to test for gaps between MLROs and their directors in terms of knowledge, expectations and performance of AML tasks. Likewise, it is researched whether MLROs and directors communicate well with regard to MLROs’ tasks.

This paper first develops a model for analysing the dyadic relationship between MLROs and their directors, based on the audit expectation-performance gap. Second, a paired electronic survey of MLROs and directors of German companies was conducted in autumn 2020, testing for participants’ knowledge, expectations and performance of possible AML tasks (n = 136 pairs).

While there is no knowledge or performance gap among MLROs and directors, expectations among them are partially unreasonable and their communication needs to be improved. Additionally, this study suggests that MLROs of German non-financial businesses are less knowledgeable, perform AML duties more poorly, and communicate less effectively with their directors.

Training of MLROs and communication with their directors need to be improved. Especially in the non-financial sector, action is urgently required.

This paper reports the results of the first paired survey of MLROs and their directors, offering unique insights into their relationship and the status of private AML efforts.