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The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa.

A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David.

A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage.

Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations.

Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation.

Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective.

This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

This paper explores the role and implications of action research (AR) in collaboration and knowledge production between academia and health practices, in a project on lighting and low-vision rehabilitation.

This ethnographic inquiry has explored the methodological considerations and actions taken in a project collaboration using a framework of co-productive research approaches and the science- and technology-inspired concept of staging.

Three trajectories of inquiry, a roadmap, a theoretical model and a conceptual drawing, are shown to be important elements in the translation, operationalisation and dissemination of knowledge. Beyond creating an extended network, their trajectories reveal a fine-meshed interrelation within the project group that enables spaces for joint reflection, improvisation and resonance. The elasticity of the AR approach supports several smaller iterative processes that expand the frame of innovation and prepare for implementation across the low-vision rehabilitation community.

This research provides insights into the knowledge production of multiple ontologies and epistemologies that are relevant to both social sciences and health sciences.

The research unfolds otherwise hidden processes and implications of knowledge production.

This research enables and informs future collaborations to navigate and manage multiple complex realities.

The study provides unique perspectives of the practice of research collaboration and knowledge production that are useful for both academics and practitioners in many professional contexts.

Commemorating the 15th year anniversary of discourse, knowledge dissemination in architecture and urbanism through the contributions published in Archnet-IJAR: International Journal of Architectural Research, since March 2007, this article aims to capture, unpack and categorize the key content of published research outputs during the last five years into knowledge spaces.

While referring to key statistics of various recognized databases in order to highlight the journal growth, development and performance, the approach to the analysis is inspired by Crysler's Writing Spaces: Discourses of Architecture, Urbanism and the Built Environment. This is established through a preliminary conceptual content analysis that enables the development of specific content categories representing knowledge spaces based on the overall contributions to the journal since its inception in 2007 and then mapping the recent contributions, developed over the past five years (2017–2021), to these knowledge spaces. The thrust of the analysis is to instigate a structured understanding of Archnet-IJAR role in the development and dissemination of knowledge in architecture and urbanism.

The examination of the content and the analysis reveal two broad categories of knowledge spaces: established and evolving. Established knowledge spaces are recognized in terms of theorizing architectural and urban production; the public realm and assessment of designed environments; housing, the informal and the vernacular; urban heritage and historic environments; and architectural and urban politics. Evolving knowledge spaces were acknowledged in terms of architectural education and design pedagogy; collaborative planning and community design; architectural and urban sustainability and resilience; health, wellbeing and engaging with nature; and COVID-19 spatial and pedagogical implications. Characterized by clear definition and at the same time transparent borders, the identified knowledge spaces have the potential of generating further possibilities for future knowledge spaces.

In addition to a holistic analysis based on the scrutiny of contributions as they progressed from submissions to reviews to publishing, future work would involve more systematization, in-depth engagement with metadata and should benefit from IT applications and data mining software packages.

This article is regarded as a cognizance platform and an enabling mechanism for researchers and future contributors to identify the unique particularities of their research, the nature of the content they aim to develop and the way in which that content may contribute to one or more knowledge spaces.

Establishing an understanding of the knowledge spaces which represent contributions published in Archnet-IJAR, the knowledge spaces identified demonstrate diversity and plurality; diversity in ontological interpretations of the nature of reality and plurality and pluri-epistemology in terms of how methods are pursued and the way in which such interpretations are developed, recorded, documented and communicated. These are knowledge spaces of possibilities and anticipation of growth, evolution and development.

This study aims to explore the role of knowledge management practices in supporting current and emerging passengers’ and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers.

A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations.

Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users’ needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge.

The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector.

Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems.

The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage researchers and practitioners from the transport industry in the conceptualisation and development of innovative solutions.

The purpose of this paper is to elucidate information on what creates the different types of knowledge.

In the conceptual model it is argued that the concept of social capital provides an interesting view on the creation of market‐specific and firm‐specific knowledge.

The major finding from the paper is that knowledge is an important by‐product of an alliance forming process, a process commonly termed as alliance learning.

Both market‐specific and firm‐specific knowledge have implications on two main types of alliance learning, that of mutual and non‐mutual learning.

Alliance managers need to be aware that knowledge is a key driver as well as a beneficial outcome in the formation of alliances.

This paper examines how the different types of knowledge evolve and how these different types of knowledge impact upon alliance learning.

This paper aims to review the literature on knowledge management in the family business, addressing the research question as follows: “How is knowledge managed across generations in the family business?” This study synthesizes the literature, highlighting the role of multiple stakeholders who affect knowledge management along with the phases of the succession process. Stemming from these findings and embracing a practice-based view, this paper offers research directions to guide future contributions on knowledge construction in the family business. The purpose of this study is not only to conclude the previous research but also to provide insights for future research directions and to provide practical implications.

Through a systematic integrative literature review, this paper collects map and analytically examine 63 published peer-reviewed articles related to knowledge management in the family business from 39 academic journals. This paper applies a rigorous approach to identify the sample of articles, map descriptive information of the reviewed literature and map theoretical contributions according to a multi-stakeholder and multi-stage framework.

The sampled articles are analyzed according to a multi-stakeholder and multi-stage framework inspired by Daspit et al. (2016). This study identifies critical gaps emerging from the analysis, thus opening the way to future research directions. In particular, this paper prompts scholars to advance the understanding of family-related knowledge and to clarify the assumptions on knowledge in their research.

This paper contributes to the debate on knowledge management in the family business, by systematizing the current literature. In addition, this study embraces a “knowledge from practice perspective” and offers research directions to guide future contributions on knowledge construction in family business succession and potential areas to further management research investigating the role of family-related knowledge. Practical implications are also provided to benefit family businesses, consultants and policymakers.

This study provides a systematic integrative literature review of the articles published on knowledge management in family business according to a multi-stakeholder and multi-stage framework. Moreover, it draws an agenda for future research advancing a “knowledge from a practice perspective” in the family business literature.

The purpose of this paper is to explain the technological phenomenon artificial intelligence (AI) and how it can contribute to knowledge-based marketing in B2B. Specifically, this paper describes the foundational building blocks of any artificial intelligence system and their interrelationships. This paper also discusses the implications of the different building blocks with respect to market knowledge in B2B marketing and outlines avenues for future research.

The paper is conceptual and proposes a framework to explicate the phenomenon AI and its building blocks. It further provides a structured discussion of how AI can contribute to different types of market knowledge critical for B2B marketing: customer knowledge, user knowledge and external market knowledge.

The paper explains AI from an input–processes–output lens and explicates the six foundational building blocks of any AI system. It also discussed how the combination of the building blocks transforms data into information and knowledge.

Aimed at general marketing executives, rather than AI specialists, this paper explains the phenomenon artificial intelligence, how it works and its relevance for the knowledge-based marketing in B2B firms. The paper highlights illustrative use cases to show how AI can impact B2B marketing functions.

The study conceptualizes the technological phenomenon artificial intelligence from a knowledge management perspective and contributes to the literature on knowledge management in the era of big data. It addresses calls for more scholarly research on AI and B2B marketing.

One of the main problems for managers is forming work groups where experts' knowledge is truly utilized in order to successfully solve the task assigned. The question that arises is: “How can expert knowledge be best utilized for different types of teams?” The purpose of this article is to explore and describe how experts' knowledge is deployed in a specific context, as with Kaizen teams.

This study used a qualitatively based interpretive methodology, applying the case study as a research strategy through a dual design, which combines longitudinal and retrospective studies.

As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.

This study is supported in the context of three case studies. Therefore does not seek the empirical generalization but analytical generalization.

As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.

Sharing knowledge and promoting organizational learning goes beyond individual benefits and the organization to have an impact on society as it promotes dialogue, collaboration and respect as a way to solve problems and propose solutions.

Amplifying knowledge deployment between the expert and the apprentice in a Kaizen context is one of the unexplored topics in literature on continuous innovation and knowledge management.

This study shows how presumed “HR-trends,” such as the recent promotion of Employee Experience (EX) design, are never value-free ideas of a presumably objective “best practice”, but rather a vehicle for legitimizing HR in the organization, and investigate the implications.

This study is rooted in critical HRM studies. Our methodology is the critical discourse analysis (CDA) of online job postings concerning “EX-positions.”

EX is a new vehicle for HR's ongoing struggle for legitimacy. By repositioning HR managers as “EX-designers,” it promises to integrate the previously conflicting roles of HR as advocate of the individual employee and as strategic partner on the organizational level. Yet, it also raises the question of what is at stake for HR and might even decrease the organizational involvement of HR.

This study highlights the relevance of a critical HRM perspective for moving beyond disciplinary blind spots. It shows the value of CDA for gathering insights into the hidden assumptions underlying HRM theory and practice.

EX design has been put forward as a new best-practice HR trend, promoting the relevance of HR in the organization. This paper shows that this trend is associated with potential gains as well as with potential losses. Practitioners need to be aware of these risks in order to increase the likelihood for a positive impact when implementing EX design.

The authors show how HR trends, such as EX, are manifestations of HR's ongoing struggle for legitimacy. Specifically, the authors uncover the legitimization agenda underlying EX, its implications for HR roles and responsibilities and the knowledge claims associated with it.

This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the role of a moderating variable team climate on the relationship between cognitive diversity and knowledge sharing.

The study used an explanatory approach to test the hypothesis. A survey with structured questionnaires was distributed to 39 creative teams between radio and television broadcasting institutions in the Province of Yogyakarta, Indonesia.

The current study shows cognitive diversity has a significant association with knowledge sharing, and knowledge sharing positively associated with team innovation. The findings of this study indicate that team climate moderates the relationship between cognitive diversity and knowledge sharing. Additionally, knowledge sharing is found not to be a significant mediation on the relationship between cognitive diversity and team innovation.

The study promises to examine how diverse teams work particularly in the context of creative teams in radio and television broadcasting institutions. However, this study only focuses on relationships; it does not examine the processes underlying those relationships. This study implies for future research agenda focusing on the mechanism affecting the relationships. Additionally, examining the relationship model in the context of a less-creative team such as banking industry could also a call for future research.

The results of the study contribute to managerial implications which suggest that to enhance team innovation, a team leader must design a comfortable working climate that stimulates productive knowledge sharing.

The study provides a comprehensive understanding of knowledge sharing and team climate on the relationship between cognitive diversity and team innovation, which are missing in previous empirical studies. Then, the study is relevant because of inconclusive findings from past studies examining the relationship between cognitive diversity and team innovation.