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This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

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.

The imperative role of cataloguing in libraries as the bedrock of information/knowledge organization, the need to manage and retain knowledge for strategic planning and better knowledge management (KM) frameworks, little or no information sharing in cataloguing units in federal university libraries in Nigeria, gave rise to this study. The purpose of this study is to identify knowledge sharing (KS) norms and factors that challenge KS practices among cataloguers to provide positive perspective and approach to KS in cataloguing sections of university libraries and improve KM frameworks for better service delivery.

Based on a qualitative survey design, this study examined KS norms, practices and challenges of cataloguers in five university libraries in south-west Nigeria. Data were collected through an open interview to gather in-depth information from 45 cataloguers. Given the small number of the cataloguing team in each library, an enlisting of all cataloguers (census survey) was pertinent for the study. Data collected were analyzed thematically, interviews transcribed and similar responses grouped to provide answers to research questions.

This study revealed KS norms to be somewhat inconsistent and informal than formal, though participants identified the crucial need for KS in their departments. Factors identified as challenges to KS: mood and pressure from work, participants seeing KS as a waste of time, the “know-it-all” attitude, tribal differences, lack of financial motivation, no formal training and mentoring programme, willingness to learn and copy cataloguing.

This study not only improves the dearth of literature on the issue of KS among cataloguers in Nigerian university libraries; but also provides definite perspective and approach to KS in university libraries' cataloguing section to improve KM frameworks for better service delivery.

This paper aims to examine the role of organizational innovative capabilities (OIC) on the relationship between knowledge sharing (KS), corporate entrepreneurship (CE) and firm performance (FP). Specifically, this study uses the knowledge-based view to develop a model that examines the mentioned relationship.

Using survey data from 520 participants across 75 service sector companies in Thailand, measurement and structure models are tested through structural equation modeling to quantify the impact between constructs.

This study shows that KS and CE positively affect OIC and FP. A positive relationship is also found between KS and CE. The mediating impact of OIC strengthens the relationship between KS and CE on FP.

Like all research using survey methods, the research is prone to respondent biases and generalizability. However, this paper has put the best effort to minimize such effects by rigorous methodological testing to avoid such biases.

The findings of this study suggest that to improve organizational learning and knowledge-based performance, commitment and understanding of the employees in the entire organization is crucial. KS significantly contributes to developing innovative abilities because of its characteristics of providing firm-specific and socially complex advantages. The way a firm transforms and exploits its knowledge may ascertain its level of innovativeness, such as coming up with certain problem-solving procedures and new product development according to the rapid change in the market demand. However, organizations may only instigate to effectively organize knowledge when their employees are ready to share knowledge. Continuous KS boosts entrepreneurial practices and contributes innovativeness across individuals, groups, units or the entire organization.

The relationship between CE, organization innovative capabilities and FP in the presence of KS is rarely discussed in both theoretical and empirical literature. This study contributes to the literature by arguing that apart from the direct impact of KS on FP, KS can lead the firms toward generating important competitive advantage by forming innovative capabilities that can significantly influence FP.

The purpose of this study is to examine the antecedents of specific human resource management (HRM) practices and trust on knowledge sharing (KS) behavior of employees.

In the first phase, a questionnaire survey was used to collect the data from 350 randomly selected individuals working in banks. In the second phase, ten managerial-level employees were interviewed to triangulate the findings of the survey.

The results revealed that employees viewed trust, recruitment and selection and performance appraisals have a positive relationship with KS behavior. However, training and development and incentives have no impact on KS.

The value of this paper lies in the understanding gained about the interactive effects of KS and HR practices using the structural equation modeling technique. This paper will help in understanding the factors that can promote KS. This study will be helpful for employees, managers and policymakers. This study may help in highlighting the significant role of HR practices.

Based on initial observation, this paper aims to explore the current practices of collaborative knowledge sharing (KS) between North West Universities and highlight new avenues of future relevant research.

A netnographic observation was conducted to unveil the current practices of KS between North West Universities.

The paper concludes that there is little or no evidence of collaborative KS practices amongst North West Universities in response to the present Covid-19 transition.

This paper provides useful, practical insight that may assist decision-makers to establish KS initiatives within North West Universities and beyond. A strategy is also proposed to nurture collaborative KS amongst North West Universities and within wider work-applied management practice.

This paper presents an unconventional conceptualisation of KS practices amid the present Covid-19 pandemic with the fresh perspective of North West England Universities.

The aim of this research is to determine the impact of a learning organisation (LO) on developing quality improvement practices (QIPs) and to propose knowledge-sharing (KS) as a moderator which is anticipated to support the beneficial effect of a LO on QIP. A further objective is to establish whether training provision raises the abilities of healthcare organisations (HCOs) to attain greater standards of QIP via a LO and KS.

A total of 240 responses, obtained from employees working at private HCOs in Jordan, comprised the valid dataset. Structural equation modeling (SEM) was utilised for data analysis. Multigroup analysis (MGA) was performed to compare the impact of workers who had or had not undergone training.

The findings indicated that QIP was significantly enhanced by LO. HCOs with the objective of converting a KS-moderated LO could attain improved QIP standards, but within the surveyed establishments, this effect was only appreciated at modest degrees. By performing MGA, no variations were identified in the impact of workers.

Managers should place more emphasis on training and learning within HCOs. However, respondents did indicate that their establishments had notable degrees of KS, suggesting a potential strength that could be used positively by the managerial hierarchy.

This study encompasses an original contribution to contemporary scholarship in the field of knowledge management and quality through its examination of the moderating effect of KS on LO and QIP.

The purpose of this paper is to present a maturity model developed to assess knowledge sharing (KS) for the Jordanian construction sector.

The research was conducted in three stages. The first stage consisted of the review of literature and documenting variables from the literature that highlight influence on KS in organizations. The second stage was designed for maturity model development by identifying the cultural factors that affect KS in the Jordanian construction sector through questionnaires and interviews. Factor analysis was used to find possible relationships between the cultural variables followed by semi-structured interviews. In the third stage the initial maturity model was refined through another set of semi-structured interviews.

The model presented in the paper includes three levels of maturity. The first level identifies whether the variable barely exists in company’s KS practices. The second level shows the occasional techniques which the company uses to increase KS activities. The final level demonstrates the importance of the variable in affecting KS as being fundamentally ingrained in the company’s vision, mission, strategy and operations.

The research has developed a model that can be used to measure the KS in an organization. Although the model has been applied to the construction industry, it can easily be modified to fit in the other sectors.

This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.

An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results.

The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS.

Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.