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This study aims to explore the challenges to knowledge sharing (KS) in the context of public sector universities in developing countries. Furthermore, it explores why knowledge hoarding behaviour is flourishing even when employees are encouraged to share their knowledge in organisations and are rewarded for doing so.

Research data were collected from vice chancellor, registrar, professors, assistant professors and lecturers using an interview technique. They shared their knowledge, expertise, experiences and understanding about issues relating to KS practices in public universities. These interviews were thematically analysed using the NVivo 11-Plus software and different themes emerged.

The results reveal that hoard knowledge to gain power, authority, influence, promotion opportunities and employee favouritism negatively influence KS practices. Furthermore, an unsupportive culture and a poor linkage between KS and rewards negatively influence KS practices in public sector universities.

The present study aids academic leadership in designing policies and strategies to enhance KS among faculty staff and to create a supportive KS culture. These results are useful for top management officials of public sector universities, especially in developing countries, and for policy makers, who can plan and execute effective policies to foster KS behaviour.

The originality can be viewed as a new window open towards the motivation of the university staff to hoard their knowledge instead of sharing it. This study gives the novel conceptual model based on why people do not share their knowledge and how KS practices can be fostered among the employees in public sector universities. Few studies have been conducted to explore KS issues in the real context of developing countries, and specifically in the Asian culture.

This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.

A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.

The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.

This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.

Due to the vital role of frugal innovation (FI) for firms in developing and emerging economies, the purpose of this study is to investigate the effect of transformational leadership (TL) and knowledge sharing (KS) on FI of firms in supply chains. This study aims to bring deeper insight on the correlation among the constructs by exploring and analyzing the moderating effect of collaborative culture (CC) in the KS-FI relationship.

The paper used the quantitative approach and structural equation modeling (SEM) to test the relationship among the latent factors in the proposed research model using data collected from 381 participants in 116 manufacturing and service firms.

The findings revealed that TL might be an important precursor to induce significant influences on FI directly or indirectly through its effect on active and passive KS processes in supply chains. In addition, the paper highlights the moderating role of CC in strengthening the impact of KS processes on FI.

The paper provides a valuable understanding and novel approach for managers to improve firms' FI capability through leadership practice and KS processes. The research findings support the idea that FI capability of firms in developing and emerging nations will be significantly enhanced if leaders are interested in practicing TL style and fostering a climate of collaboration within organization.

This study contributes to bridging research gaps in the literature and advancing the insights of how TL directly and indirectly fosters FI via mediating roles of active and passive KS processes in supply chains under the climate of collaboration.

The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and innovation competence of firms. This study also explores the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation competence namely radical innovation and incremental innovation.

The paper applied the quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 293 participants in 115 firms.

The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and aspects of innovation competence. It highlights the important role of market turbulence in stimulating the influence of KS behaviors on innovation capabilities.

Future research should investigate the impact of knowledge-based HRM practices on innovation capability via the mediating effects of knowledge management processes to bring better understanding of the importance of knowledge resources in organizations.

The paper significantly contributes to increasing knowledge and insights into the antecedent role of knowledge-based HRM practices, the mediating role of KS behaviors as well as the moderating role of market turbulence in fostering radical and incremental innovation, thereby advancing the body of comprehension of knowledge-based resources and innovation theory.

Drawing on social exchange theory, this paper aims to clarify the influences of ethical leadership (EL) on knowledge-sharing (KS) behaviours of employees through the mediating roles of affective- and cognitive-based trust in leadership. This work further offers deeper insight into the moderating mechanism of distributive justice in the EL–KS relationship.

Structural equation modelling (SEM) is used to investigate the influential degree of EL, aspects of employee trust in leadership and distributive justice on employee behaviours towards tacit and explicit knowledge via data collected from 339 participants in 75 Vietnamese firms.

The empirical findings reveal that employee trust in leadership positively mediates the relationship between EL and KS behaviours. In particular, distributive justice significantly fosters the impacts of EL on tacit and explicit KS behaviours.

Managers and practitioners should strengthen EL practices to build and maintain employee trust in them for promoting KS behaviours. In addition, research highlights the necessity of establishing distributive justice in organisations to enhance the effect of EL on KS behaviours of employees.

This paper is unique in its attempts to advance the insights on the theory of leadership and knowledge management by investigating the different moderated-mediation mechanisms in the relationship between EL and specific aspects of KS behaviours.

Due to the vital role of innovation for firms to respond to the change and achieve competitive advantage, the purpose of this study is to investigate the influence of knowledge-oriented leadership (KOL) on innovation performance via the mediating role of knowledge sharing (KS). This study also explores the moderating role of organizational justice in the relationship between KS and innovation performance.

Analysis of moment structures and structural equation modeling are applied to examine the relationship among the latent factors in the proposed research model using data collected from 335 participants in 121 manufacturing and service firms in Vietnam.

The findings revealed that KOL serves as a key precursor to foster innovation performance directly or indirectly through active and passive KS behaviors. In addition, the paper highlights the moderating role of organizational justice in strengthening the impact of KS activities on innovation performance.

By highlighting the important role of KOL for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve innovation performance. The research findings support the idea that building a climate of justice is crucial to enhance the effects of KS on innovation performance.

This study contributes to bridging the research gaps in the literature and advances the insights of how KOL directly and indirectly stimulates innovation performance via mediating roles of active and passive KS processes under the climate of justice.

Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation.

Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms.

The empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability.

Vietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability.

This paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

The objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.

A quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.

Results highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.

On the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets.

The relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships.

The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance.

Future research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence.

The paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.

Due to the vital role of innovation for firms to respond to the change and achieve competitive advantage, the purpose of this study is to investigate the influence of knowledge-oriented leadership (KOL) on innovation performance (IP) via the mediating role of knowledge sharing (KS). This study also clarifies the KS-IP relationship by exploring the moderating role of market turbulence.

Analysis of moment structures and structural equation modeling are applied to examine the relationship among the latent factors in the proposed research model using data collected from 281 participants in 112 manufacturing and service firms in Vietnam.

The findings revealed that KOL serves as a key precursor to foster IP, directly or indirectly, through knowledge-oriented leaders’ effect on tacit and explicit KS behaviors. In addition, the paper highlights the moderating role of market turbulence in strengthening the impact of KS activities on IP.

By highlighting the important role KOL practice for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve IP. The research findings support the idea that market turbulence significantly contributes to increasing the effects of KS behaviors on IP.

This study contributes to bridging research gaps in the literature and advances the insights of how KOL directly and indirectly fosters IP via mediating roles of tacit and explicit KS processes under the effects of market turbulence.