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After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers among firms.

This study collected data in China and 219 questionnaires were achieved. Then, structure equation model by LISREL was used for hypotheses testing.

The empirical results suggest that both codification and rich‐media strategies have positive effects on internal knowledge transfer. Moreover, codification strategy has a negative effect on knowledge spillovers while rich‐media strategy does not influence knowledge spillovers significantly. Thus, codification and rich‐media strategies are not double‐edged swords.

This study provides firms with two strategies, codification and rich‐media, to promote internal knowledge transfer. Moreover, these strategies do not accelerate knowledge spillovers, and codification strategy even reduces knowledge spillovers. Firms can use these strategies to construct and sustain competitive advantages.

While many knowledge creation, storage and protection strategies are studied, little is known about internal knowledge transfer strategies. This study suggests two internal knowledge transfer strategies and confirms their effectiveness. Moreover, because the relationship between internal knowledge transfer strategies and knowledge spillovers has been puzzling for a long time, this study clarifies the relationship and finds that these strategies do not accelerate knowledge spillovers and some even restrain knowledge spillovers.

Taking the COVID-19 as the background, this study aims to investigate the direct influencing factors regarding knowledge sharing behavior (KSB) on new media platforms and discuss how the characteristics of the users could enhance the KSB through moderation effect, and provide empirical evidences.

Based on the social exchange theory and after the text analysis of the data collected from the Tiktok platform in 2020, this paper uses the quantitative method to evaluate the factors influence KSB on short video social platform during the COVID-19 outbreak.

KSB on new media platform could be enhanced by richer knowledge content of the video posted and the attribute of the platform users directly. Platform users could affect the trustworthiness of the knowledge shared, thus influence the knowledge sharing. On the early stage of the COVID-19, the richer content of the knowledge released by users could effectively enhance the KSB. On the early stage of the emergency events, the official users could play a significant role on KS. During the mitigation stage of COVID-19, the KSB of the knowledge shared by unofficial users with richer content could be enhanced and the moderation effect is relatively stronger.

The research extends the social exchange theory to a disaster management context. The authors provide an effective reference for future governments to effectively cope with the epidemic and spread public knowledge in an emergency response context. By analyzing the influence of knowledge content and influencer characteristics, it could help the social media platform to improve content management and optimize resource allocation.

The transformation from an industrial to a knowledge economy and society are underway. In the knowledge economy, the knowledge of people and organizations—their intellectual capital assets—are the primary factors of production and the source of wealth. This is in contrast to other kinds of capital that fueled the industrial and the agricultural economies. Librarians have understood the knowledge society as one characterized by an increased focus on digital resources and an expanded use of virtual channels to deliver those resources. However, the nature of the knowledge society and economy is far more expansive than a digital environment. A knowledge society is one in which all members of a society engage in knowledge transactions—in the business environment, in the social sphere, in civic activities, and in everyday environmental actions. This view of the knowledge society presents new opportunities for librarians to leverage their intellectual capital. This chapter profiles the intellectual capital assets of librarians, considers how they align with professional competencies, and presents use cases that illustrate the value of these assets. Future scenarios illustrate how traditional functional competencies might shift in the knowledge economy. These also suggest contexts which highlight undervalued or new competencies. Seven observations describe how librarians might prepare for expanded roles in the knowledge society.

The purpose of this paper is to describe and explain the use (at the situational analysis project phase) of an innovation to a sensemaking and problem‐solving tool for aid relief and disaster recovery projects, that improves programmes to project management practice.

There are tools that can assist in understanding a project situational context as a pre‐cursor to planning and implementing project plans. One tool, soft system methodology (SSM), is used to visualise messy complex problems to understand this context and effectively plan. The authors used SSM and evolved some improvements reported upon here.

The rich picture approach in SSM was adapted to add layers of meaning through colour coding and process mapping. This is explained in detail, using examples from a recent study to illustrate this approach that has been subsequently rigorously validated in practice.

The use of SSM can considerably assist in gaining a deeper understanding of how the project can be planned and monitored in future. The paper is limited to aid relief project examples.

Macro‐level project planning sets the stage for the effective delivery of a realistic program‐to‐project plan. Projects are often characterised by chaos, paradoxes and highly complex choices of action. The SSM tool enhancement and further developments can help practitioners improve their understanding of complex situations when preparing response and project plans.

While SSM is not new, the way it was adapted for recent research into aid disaster recovery demonstrates a highly innovative development to visualising complex situations and offers some powerful improvements to SSM. The paper advances project management research through its SSM innovation and also illustrates an important adaptation to a standard SSM technique.

The purpose of this paper is to examine how knowledge is constructed and risk is induced within the workgroup environment of a large North American aerospace company.

Based on an epistemological position on knowledge and risk, an initial conceptual framework is proposed. This is then evaluated and re‐constructed across a qualitative and ethnographic case study approach involving direct observations and interviews, whereby empirical results were interpreted and analysed across discourse analysis.

A dialogical model is proposed describing both verbal and non‐verbal interactions between group members leading towards knowledge complexification on the one hand and risk mitigation on the other hand. Factors leading towards dialogical breakdown and subsequent risk induction are also presented.

This single case study prevents generalizing the findings across the entire firm in question, and by extension any manner of external validity outside of the firm's context. Additional workgroups/teams within the firm need to be evaluated, while similar studies in other institutions within the knowledge economy are to be envisaged.

Workgroup managers must nurture an environment conducive towards mutual trust and respect, where individuals are given the time and freedom to express themselves, all the while being open to differing viewpoints and experiences. Coercive dialogue between members should be discouraged. It is proposed that this can be achieved across a parental “safety net” approach.

The paper presents the “how” and “why” of an effective dialogical knowledge constructing process occurring at the interpersonal level, attempts to propose how management can to help achieve this within their organisation, and attempts to bridge the areas of knowledge creation and risk induction at the interpersonal/workgroup level.

Although leadership and organizational scholars have suggested that the virtue of wisdom may promote outstanding leadership behavior, this proposition has rarely been empirically tested. The purpose of this paper is to investigate the relationships between transformational leadership, narcissism, and five dimensions of wisdom as conceptualized by the well-established Berlin wisdom paradigm. General mental ability and emotional intelligence were considered relevant control variables.

Interview, test, and questionnaire data were obtained from 77 employees of a high school and from two or three colleagues of each employee. Data were analyzed using hierarchical regression analyses.

After controlling for general mental ability and emotional intelligence, narcissism and the wisdom dimension relativism of values and life priorities were negatively related to transformational leadership, and the wisdom dimension recognition and management of uncertainty was positively related to transformational leadership. The other three wisdom dimensions, rich factual knowledge about life, rich procedural knowledge about life, and lifespan contextualism, were not significantly related to transformational leadership.

Limitations to be addressed in future studies include the cross-sectional design and the relatively small and specialized sample.

Tentative implications for leadership training and development are outlined.

This multi-method and multi-source study represents the first empirical investigation that examines links between well-established wisdom and leadership constructs in the work context.

Aims to describe a successful use of simulated knowledge worker behaviour used in the developing online procedures and software for arbitration – the E‐Arbitration‐T project

Presents four common factors – deadline, length of task, importance of customer, importance to business – that need to be incorporated within any business process model of knowledge worker behaviour.

A richer model of knowledge worker behaviour is postulated and elements not necessary for the E‐Arbitration‐T model are identified. The knowledge worker's day was defined as being made up of Scheduled, On‐demand and At‐will tasks, only some of which may relate to the business process being modelled. A particular question that must be addressed in this extended model is how to model the choices knowledge workers make between competing at‐will tasks.

The two pieces of work reported here have generated a rich model of knowledge worker behaviour ready for application and refinement in further business process modelling studies.

This paper is concerned with the relevance of knowledge management to operational managers within organisations. The consequences of taking a knowledge‐based view of the organisation are examined, with examples drawn from different process types (knowledge‐based manufacturing and service).

To meet the increased demand for assistance from both the novice and the more experienced enquirer amidst an environment of decreasing funding for staff resources, some automation must be used. University libraries are increasingly implementing computers and automation. This trend encourages and facilitates the use of expert systems in those libraries. Expert systems can be used as guides to provide a broad overview of library services and resources. Expert systems may also be used within the narrow focus of a particular course or department, and, soon, may be used to provide detailed relevant information to suit the “level” of the user.

This paper intends to propose an “ontological shift SECI model” as a tool to diagnose organizations in the context of knowledge creation, and thereby support the management of knowledge creation‐related projects.

This research's hypothesis is based on existing knowledge creation theories and is tested using a case study methodology. The authors first examine the model in a completed project in order to test its validity and second, apply it in Company A's software project to demonstrate its feasibility and usefulness.

In any given project, knowledge creation activities occur in various ontological entities – individual, group, organization or social‐network. The diagnosis tool, which proved to be useful in this paper, traces such ontological shifts and makes visible all key activities of a knowledge creation project. These activities form an “ontological shift model” and trace an “activity map” which exposes underlying enablers and barriers, and provides viable solutions for improvement.

To carry out the analysis, the key activities identified in the knowledge creation‐related project have to be described in detail according to their ontological and epistemological dimensions. However, such description is complex and requires specialized expertise in knowledge creation and rich knowledge of the ongoing project.

The tool proved useful for supporting project managers in diagnosing their project's knowledge creation shortcomings. When knowledge creation breakdowns occur in a project, the tool can act as a navigator and uncover alternatives to continue the knowledge‐creating spiral.

Knowledge creation process is difficult to manage because of its cause ambiguity and intangibility. What is a knowledge creation activity? And why? This model makes explicit experienced managers' tacit solutions to knowledge creation problems. It can make organizational knowledge creation activities visible and therefore manageable for junior staff, outside consultants and even future software modeling.