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Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance.

The study conducted an empirical investigation of 227 small- and medium-sized enterprises (SMEs) to explore the relationship between strategy−performance and KM−performance. Business strategy is conceptualized as a comparative construct with six dimensions, KM is conceptualized by two types of KM mechanisms of technical and non-technical KM mechanisms and business performance is measured by four dimensions of balanced scorecard (BSC). The cluster analysis was used to explore different aspects of these three constructs.

Using cluster analysis, the results indicate that firms with high level of analysis, defensiveness, futurity and proactiveness in strategic orientation have better performance and also the high level of both KM mechanisms another important finding shows that firms with more KM mechanisms have high performance and technical mechanisms have more predictor role on performance.

This research also has prescriptive implications for strategic managers and KM practitioners. The finding enhanced the understanding of the relationship between strategic orientations, KM and performance. The results assist managers to assess business performance regarding strategic orientations and KM mechanisms of the firms. Therefore, it helps firms to improve strategic resource allocation and exploit KM investment by considering ideal pattern of the performance.

By reviewing strategic management and KM literature, it is revealed that there are little studies about how the interaction of strategic orientation and KM influences business performance. The main contribution of the study is exploring the profile of the firms by considering their strategic orientation and KM mechanisms and their impact on business performance. This study provides an empirical evidence about interaction of strategic orientations, KM mechanisms and business performance in SME context, which is merely investigated in previous researches.

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

Based on an exploratory case-based approach, the purpose of this paper is to open the KM black box and examine the relationships that link knowledge management (KM) inputs (i.e. knowledge resources and KM practices) via knowledge processes to KM performance. This paper aims to identify the underlying mechanisms and explain how KM performance is enabled.

This in-depth case study conducted at a medium-sized consultancy in the supply chain management industry empirically examines knowledge flows to uncover the relationships between KM inputs, knowledge processes and KM performance. We adopt the viable system model (VSM) as a theoretical lens to identify KM mechanisms.

By identifying six KM mechanisms, we contribute to the theoretical understanding of how KM inputs are interconnected and lead to KM performance via knowledge processes.

Based on the insights gained, we provide propositions that organizations should consider in designing viable KM. Our findings help organizations in understanding their KM with the help of knowledge flow analysis and identifying how critical KM elements are interconnected.

Knowledge management (KM) is an important consideration in e‐government portals to ensure that knowledge flows efficiently between governments, individuals and organisations. A crucial aspect of e‐government portals that has not been addressed adequately is the extent to which KM mechanisms have been implemented. Specifically, the authors argue that appropriate KM mechanisms are necessary to support the access, creation and transfer of knowledge between these portals and their users. The paper aims to propose an evaluation model for this purpose by first defining the main KM mechanisms and then burrowing deeper into their constituent dimensions.

An evaluation model known as knowledge access, creation and transfer (K‐ACT) is presented which identifies three KM mechanisms for portals: knowledge access, creation and transfer. Each mechanism is characterised by a set of dimensions and sub‐dimensions representing the tools and features for supporting that mechanism. The model was derived from an analysis of the literature and validated by two independent reviewers who were trained in information science, were familiar with the objectives of the project and understood the concepts underlying KM implementation in portals. Using this model, a checklist was developed and applied to 60 e‐government portals in the Asian and North American regions to investigate the extent to which these KM mechanisms have been implemented.

The findings indicate that, on average, e‐government portals featured only about 36 per cent of the KM mechanisms described in the model. Furthermore, no significant differences in the implementation of the KM mechanisms were found between the two regions' portals. The evaluation also offered potential areas for improvement based on the K‐ACT model.

The present work has developed an evaluation model known as K‐ACT which can be used to assess KM implementation gaps in e‐government portals. This model can also be generalised to other types of portals. The evaluation also provides insights into the state of KM processes in the portals of the Asian and North American regions.

The purpose of this research is to explore the mechanisms of knowledge management (KM) for innovation and provide an approach for enterprises to leverage KM activities into continuous innovation.

By reviewing the literature from multidisciplinary fields, the concepts of knowledge, KM and innovation are investigated. The physical, human and technological perspectives of KM are distinguished with the identification of two core activities for innovation: knowledge creation and knowledge usage. Then an essential requirement for continuous innovation – an internalization phase – is defined. The systems thinking and human‐centered perspectives are adopted for providing a comprehensive understanding about the mechanisms of KM for innovation.

A networking process of continuous innovation based on KM is proposed by incorporating the phase of internalization. Three sources of organizational knowledge assets in innovation are identified. Then, based on the two core activities of innovation, a meta‐model and a macro process of KM are proposed to model the mechanisms of KM for continuous innovation. Then, in order to operationalize the KM mechanisms, a hierarchical model with four layers is constructed by integrating three sources of knowledge assets, the meta‐model and the macro process into the process of continuous innovation.

According to the lessons learned about KM practices in previous research, the three perspectives of KM should collaborate with one another for successful implementation of KM projects for innovation; the networking process of innovation provides a new way to integrate KM process in innovation; the hierarchical model provides a suitable architecture to implement systems of KM for innovation.

The meta‐model and macro process of KM explain how the next generation of KM can help the value creation and support the continuous innovation from the systems thinking perspective. The hierarchical model illustrates the complicated knowledge dynamics in the process of continuous innovation.

This article analyses a major healthcare and social welfare reform establishing new regional and integrated wellbeing services counties in Finland. The authors approach the reform and service integration as a knowledge management (KM) issue and analyse how KM appears and contributes in the context of integrated care, specifically in the process of integrating social and health care.

The article analyses the case organisation's KM initiatives in light of the integrated care literature and recognises the tasks and requirements for effective KM when building integrated health and social care system. The empirical research material for this qualitative study consisted of the case organisation's strategy documents, the results of an external maturity assessment, KM workshop materials and publicly available documentation of the Finnish health and social care reform.

This study identifies the mechanisms by which KM can support health and social services integration. At the macro level, national coordination and regional co-operation require common information structures. At the meso level, a shared regional strategy with shared objectives guides both organisational decision-making and collaboration between professionals. At the micro level, technology supported and data-driven planning of service chains complements the experiences of professionals and may help remove obstacles to integration.

This study contributes to the literature on integrated care by providing a more comprehensive view of the role and tasks of knowledge and KM when reforming health and social services than approaches focussing solely on health informatics and internal efficiency.

Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support.

KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis.

The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations.

While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation.

Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

In view of their significance as well as influence, this article aims to examine knowledge management (KM) mechanisms in 20 Iranian e‐government portals used to provide services to citizens.

Using the model “knowledge access, creation and transfer” (K‐ACT), a checklist was developed. This checklist was then applied to demonstrate its utility for evaluating 20 Persian‐language official e‐government portals in Iran.

The maximum score for the knowledge mechanism was 30 for knowledge creation. The mean score for KM in Iran e‐government portals was 26 per cent. This percentage indicates that e‐government portals in Iran are very poor.

Iranian e‐government portals and Iran governors must consider some features in their decisions about portal design. This area requires further work, in particular in elaborating the relationship between e‐government and KM. In addition, planning strategically with key experts to design new models for the adoption of KM in e‐government is of high importance. These experts can be computer specialists, knowledge managers, librarians, portal designers and users of portals.

This study provides an insight into the situation of KM processes in the portals of Iranian ministries.

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.

A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.

The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.

Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.

To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.

This study investigated the moderating effect of organizational knowledge management performance on the sharing and use of information encountered by serendipity within the organization.

The authors surveyed 274 medical librarians from the top 100 medical schools.

Individual information encountering predicted information encountering at work, which, in turn, predicted organizational sharing of encountered information. When the propensity to encounter information was high, then organizational knowledge management performance moderated the effect between organizational encountering and organizational sharing of information. Encountered information at work was only present when high organizational knowledge management performance was in place.

This finding helps information behavior researchers discover the transfer of behaviors from everyday life to organizational environments.

It shows the need for greater support for information encounterers at work and the role of knowledge management, which may enhance their contribution to the organizational objectives.

Information encountering involves finding information by chance. Studies on information encountering have not focused on work settings and if the individual propensity to encounter information translates to organizational settings. Also, the relationship between information encountering and organizational knowledge management has not been studied so far.