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The Particle Swarm Optimization (PSO) method makes few or no assumptions about the optimization problem at hand and is applicable without much information about the problem. Although this fact constitutes one of the most important advantages of the PSO method, it can also be considered as a waste of available knowledge about the specific problem, which could have drastically improved the search performance. This paper aims to introduce an improvement to the PSO method such that the exploitation of any available knowledge about the specific optimization problem can be combined with the powerful blind‐search ability of the original method.

The improvement is achieved by the so‐called Knowledge Supported PSO (KS‐PSO), which consists of a combination of two modes: a mode that operates according to the original PSO approach and a knowledge‐based mode which the user has to design for the specific problem.

The application of the proposed KS‐PSO method is presented for two rather different optimization problems chosen from the domain of control and computer engineering: the model‐free tuning of a Fractional‐Order PID controller and the training of a single‐layer perceptron. The simulation results demonstrate the performance improvement in KS‐PSO as compared to the original PSO.

This paper presents a novel version of the well‐known PSO method, which achieves performance improvement by combining the original blind‐search capability with the exploitation of available knowledge about the specific problem.

This study aims to reveal the contribution mechanism of various types of intrafirm networks formed among inventors to firms’ searching for new knowledge. This study also intends to show how this mechanism is influenced by the geographic dispersion of inventors and the external alliance of firms.

This study develops an analytical framework building on social network theory to explain the collective search among inventors within the firm. The authors validate the hypotheses using the data from 316 publicly traded biotechnology firms in the USA.

As demonstrated by the findings, intrafirm network clustering facilitates the search for new knowledge. The geographic dispersion of inventors’ location has a negative moderating effect on this relation, whereas the number of alliance partners has a positive moderating effect on this relation. By contrast, the search for new knowledge is hampered by the intrafirm network average path length. The geographic dispersion of inventors positively moderates this relation, whereas a firm’s alliance partner number negatively moderates this relation.

To the best of the authors’ knowledge, this study is the first to examine the joint effect of intrafirm networks, inventors’ geographic locations and external alliances on the new knowledge-searching process. This study points out that new knowledge acquired through inventors’ geographic locations and alliance partners is internalized efficiently according to different types of internal networks.

Workplace innovation is a much‐described subject. Workplace innovation is usually introduced to increase flexibility. Workplace knowledge is, most of the time, institutionalised in formal tools. These tools compete with creativity of employers, employees and professionals. This paper describes the quest for frameworks helping professional advisers to grow in knowledge and understanding of workplace innovations. The experience of the Dutch Government Buildings Agency is used to illustrate the search. A research agenda is given.

This research aims to uncover three forms of communities of practice (CoPs), based on a set of six governance mechanisms. The focus is on the specific question of how organizations combine different governance mechanisms to balance autonomy and control in the management (steering) of CoPs. This paper is based on a study of 16 CoPs in nine multinational organizations.

The method used is a multiple case study conducted in 16 CoPs within nine multinational organizations. Ninety-two informants were interviewed over a period of four years.

Data revealed three distinct governance patterns for CoPs (three forms of CoPs), each associated with different knowledge processes and representing a different path toward a balance between autonomy and control. Expanding communities focus on improving existing products by recombining bodies of knowledge supported by a governance pattern that achieves balance by making moderate use of a wide selection of governance mechanisms. Leveraging communities are dedicated to improving operational efficiency by transferring best practices supported by a governance pattern that combines strong technical authority (leadership) with low disciplinary authority. Probing communities focus on generating new practices by exploring new knowledge domains supported by a governance pattern that replaces direct managerial control with indirect nurturing of the community’s routines. Probing communities also establish linkages beyond the community’s boundaries to enable knowledge to be shared with individuals throughout (and outside) the organization (boundary-spanning).

The size and scope of the sample limit the generalizability of the findings. Although the study involved a variety of different organizations, it concentrated merely on large and multinational organizations. Thus, larger-scale empirical work is needed to statistically evaluate the relationships that are described in the findings, and to help specify the conditions according to which these relationships may vary.

This study should help managers understand which form of CoP is most appropriate to meet a particular knowledge objective. If the objective is the creation of new knowledge via the recombination of bodies of existing knowledge, expanding communities are appropriate. Leveraging communities are better suited for transfers of best practices within the organization. Finally, probing communities should be used to explore new knowledge domains.

This paper contributes to the understanding of CoP dynamics by revealing different governance patterns deployed to balance autonomy and control in CoPs. It also contributes to organization learning by revealing different learning processes that constitute the three forms of CoPs.

The overall aim of this paper is to identify the human capital and organizational factors that facilitate knowledge supporting system to boost innovation in emerging markets. The innovative capability of organizations depends undoubtedly on how successful they are in the generation of knowledge, either via external acquisition or internal creation, and how organizational culture, management support and human capital factors are significant.

To validate this phenomenon, a quantitative explanatory study was designed. Data collection was carried out through a questionnaire completed by 211 respondent of firms located in Mexico. During data analysis, structural equation modeling was implemented with the support of SmartPLS 3.0 to understand the moderating role of organizational factors and human capital between knowledge support system and innovativeness.

The findings show that it is fundamental to build theories grounded in the particular realities of Latin American countries. For instance, these results suggest that there are two paths of innovation in Mexico in which organizational and human factors play key but differentiated roles. On the one hand, organizational culture, top management support, commitment and openness to innovation are essential to building and maintaining a knowledge support system that enables innovation. Additionally, promoting people-oriented organizations is key to innovation. Human capital factors, such as collaborators' motivation, professional skills and the opportunity to learn, intensify the knowledge support system and innovative capability.

The main limitations of the study are that only Mexican firms have been analyzed, and it is not possible to generalize the results to other contexts. Additionally, we have not identified whether the organizations that participated in the study originated in Mexico or are global enterprises that operate in Mexico. It could be significant to analyze whether multinationals from other countries that are operating in Mexico are more committed to learning to innovate than Mexican firms and the differences in their knowledge generation activities.

The results of this study invite: (1) Managers to develop strategic initiatives that systematically promote knowledge generation activities identifying external and internal activities that allow them to build and maintain a knowledge support system, (2) Organizations to promote collaborative spaces in which employees can work in teams and strengthen their social ties, identifying communication physical and virtual spaces to share new ideas, seek new ways of doing things, and explore new processes and activities. This process will be significant in a culture where resistance to change predefines how knowledge translates into innovation.

The improvement of collaborators skills must be accompanied by other policies to enhance the innovation and business environment including the modernization and expansion of infrastructure. It is fundamental that governments firms and universities jointly develop a research agenda that will lead to the identification of significant issues and the effectiveness of solutions to foster innovation in Mexico. Only a holistic approach is likely to help the country move up the value chain and become a knowledge economy. In fact innovation is seen as a social process of public sector organizations that promote knowledge infrastructure such as universities and the government agencies that produce knowledge.

These results suggest that there are two paths of innovation in Mexico in which organizational and human factors play a key but differentiated role. In Mexican firms, innovative capability is possible due to knowledge support systems built on organizational factors, and human capital factors, such as professional skills and motivation for opportunities to learn which intensify innovation.

Global leadership is a vibrant and still emerging field of study. As scholarship grows in this area, the boundaries of the field become more defined. This has a direct impact on curriculum selection for courses and degree programs focused on global leadership. This article begins by exploring how emerging areas of study become recognized as disciplines and applies this knowledge to the global leadership discipline. We also look at doctoral-level degree programs in global leadership, comparing, and contrasting their offerings and approaches, and reflecting on global leadership doctoral education’s role in the ultimate crafting of the discipline. Finally, the curriculum strategies within the doctoral program in global leadership at Indiana Tech are discussed to illustrate the complex and multidisciplinary approach required to prepare global leadership scholars-practitioners.

The purpose of this study is to conduct a systematic search of the literature as it pertains to interventions delivered by peers to refugees and asylum seekers during the resettlement process.

A preferred reporting items for systematic reviews and meta-analysis-compliant scoping review based on Arskey and O’Malley’s (2006) five steps was used. Four databases, Scopus, Embase, Ebsco and ScienceDirect, were searched for peer-reviewed articles published in English from 2000 to 2021. Studies were included if they reported on interventions, outcomes or the training received by adult peers to support refugees and asylum seekers during the resettlement process. Of an initial 632 journal articles retrieved, 14 met the inclusion criteria for this review.

Most included studies were conducted in Western high-income countries, with the exception of one. Studies were heterogeneous in terms of the nationalities of peers and those receiving peer interventions, the outcomes reported on, the content of interventions and the methodologies used. Findings suggest that peer interventions seem to be effective in addressing many of the challenges faced by refugees and asylum seekers. Community integration, acculturation and reductions in psychological distress are some of the key benefits. When such interventions are co-produced in participatory research involving refugees, asylum seekers and the civil society organisations that support this population, they are naturally culturally responsive and can, therefore, address issues relative to different ethnic needs during the resettlement process.

To the best of the authors’ knowledge, this is the first scoping review to be conducted in this area and adds to what is a very limited body of research.

The purpose of this paper is to report an explicit taxonomy of maritime operations (MO) to guide harbour masters (HMs) of smaller ports in planning more sustainable operations.

This research presents strategies for building theory to promote more sustainable port management in a two-stage research design. Starting from a base taxonomy in research Stage 1, ethnographic content analysis (ECA) of a sparse prior literature on MO generated a tentative taxonomy. In Stage 2, interviews to capture tacit practitioner knowledge refined the tentative taxonomy into a credible practitioner-informed final taxonomy.

ECA offers researchers a powerful tool to analyse complex operational problems. In this paper MOs are represented in an explicit taxonomy.

A final taxonomy of MOs guides sustainability strategy formulation by HMs and assists them to protect vital commercial revenues which serve supply chains and local communities.

An explicit final taxonomy of MO is derived using a novel methodology. The taxonomy guides sustainability strategy formulation and underpins subsequent planning of sustainable development policies.