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This paper explores the concepts of knowledge-centric organizations in the performing arts sector to understand how specific organizational practices relate to measures of financial and operational performance.

A quantitative analysis of 368 small and mid-sized nonprofit performing arts organizations in the USA was undertaken via primary data on organizational practices and secondary data on performance metrics. Structural equation modeling was used to validate the latent construct of knowledge centricity and to test hypotheses on how knowledge centricity impacts financial and operational performance, and is influenced by firm-level demographic variables.

Results show several distinct performance metrics that are statistically associated with knowledge-centric practices of the organizations analyzed.

This article investigates the knowledge centricity of organizations, a relatively nascent theoretical concept, which is of significant relevance in today’s knowledge-driven economy. The findings can serve as a basis to further investigate strategic approaches that arts organizations can undertake to remain sustainable and operate effectively in a knowledge-driven society.

It provides critical insights into management practices and approaches that can be instituted to drive improved organizational performance.

Building on the extant literature, this article develops a conceptual framework of knowledge centricity and defines a knowledge-centric organization. It thoroughly investigates the latent construct of knowledge centricity, identifies how knowledge centricity impacts financial and operational performance of nonprofit performing arts organizations, and provides grounding for future studies.

By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between exploration, sensing and tacit knowledge, and on the other hand, exploitation, seizing and explicit knowledge. Thereby, it argues that not only tacit knowledge but also explicit knowledge contributes to competitive advantage for firms. This study also investigates how knowledge transforms into profitability.

The conceptual model is tested with a study sample of 153 industrial organizations using structural equation modelling.

Results confirm the importance of both tacit and explicit knowledge for achieving sustainable competitive advantages. Furthermore, both tacit and explicit knowledge transform into profitability, both directly and through product innovation and customer centricity which play partial mediating roles.

Explicit knowledge strategies can be easier to manage, implement and institutionalize than tacit knowledge strategies, which require human component and intervention to succeed. Managers should hence first implement explicit knowledge strategies to gain expeditious results. Further, with the advent of digital technologies and algorithms that can extract deep customer insights and organizational experiences which are highly tacit in nature and codifying the same into explicit knowledge, the importance of explicit knowledge is further enlarged.

By fusing three adjacent theories to establish a robust model specification, this study is able to demonstrate the contribution of explicit knowledge in the firm’s competitive advantages.

The purpose of this research is to define a knowledge‐centric model of the technological innovation process which can serve as a baseline for the development of enhanced enterprise performance capabilities.

This purpose is achieved through the integration of basic knowledge derived from a critical review of contemporary R&D, intellectual property and new product development.

Emerging from this research is a holistic appreciation for technological innovation at both the micro and macro levels of practice.

Corporate executives and technology professionals engaged in enterprise transformation initiatives; government and NGO professionals responsible for Science, Technology and Innovation (STI) capacity building; and students of technological innovation in both graduate and continuing education programs will find this knowledge‐centric portrayal of technological innovation helpful in modeling the current performance capabilities of a competitive global enterprise. A further outcome of this research is an indication that ongoing managerial effort to further enhance capabilities for technological innovation (STI capacity) is a rational strategy for improving the global competitiveness of any complex enterprise.

The purpose of this paper is to examine the mediating effect of a firm’s customer centricity and market orientation on the relationship between the knowledge management and business performance.

The hypotheses proposed for this study were tested on the data collected from 274 sample firms using partial least square-based structural equation modeling.

According to the findings of this study, a firm’s customer-centricity fully mediates the relationship between explicit and tacit knowledge management and a firm’s business performance, whereas a firm’s market orientation partially mediates the relationship between tacit and implicit knowledge management systems and a firm’s business performance.

This study can be considered as a pioneer work that investigates how explicit and tacit knowledge can be transformed into business performance with the mediating effect of a firm’s customer centricity and market orientation on this relationship.

This research delves into the realm of Business Model Innovation (BMI), integrating it with the human-centric, sustainable, and resilient principles of Industry 5.0, proposing a new theoretical framework.

An abductive approach has been chosen to expand existing knowledge developing new ideas based on emerging phenomena. Data were gathered via semi-structured interviews with directors, managers and curators of public institutions in Italy, Switzerland, Germany and Spain encompassing Galleries, Libraries, Archives, and Museums (GLAM). These data were subsequently subjected to thematic analysis.

The findings indicate that the main enablers for Business Model Innovation (BMI) in combination with Industry 5.0 encompassed stakeholder, customer and organizational engagement, collaborative environment, knowledge and innovation management, and sustainability. These drivers were effectively leveraged through three pivotal facilitators-inhibitors: technology, resources, and leadership.

The principal constraints are rooted in the narrow contextual focus and the limited participants number. However, upcoming research efforts may broaden the horizons of this multifaceted and extensive investigation.

This study is groundbreaking as it fills a significant gap in the existing literature by integrating Business Model Innovation (BMI) with the Industry 5.0 paradigm, a novel approach that has not been explored previously. Additionally, the inclusion of GLAM institutions in this research adds a unique dimension, as they have been largely overlooked in both research domains.

To address the much heated debate now raging in the international scene, namely between Islam and the West as two great civilization forces of mankind.

The objective is achieved by studying it in the light of rigorous analysis involving the world‐systems of the two paradigms and by subjecting the analysis to mathematical investigation as necessary.

Some specific issues, such as epistemology and the associated phenomenological model, its application for economy, markets, money and globalization are investigated to establish the arguments of the paper.

If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process.

Some practical implications arising from the theoretical basis of the paper are shown in the areas of money and real economy, globalization and the economy.

Such a contrasting scientific argumentation between Islam and neoliberalism as the contrasting paradigms has not been undertaken in any paper that I know of. Thus, this is an original paper in argumentation rather than polemics.

Based on extensive interviews and analysis, the article aims to explain how the next digital transformation, which is already underway, will result in a paradigm shift from one that is customer-centricity to an everyone-to-everyone (E2E) economy.

For the 2013 IBM Digital Reinvention Study that this article is based on, IBM researchers surveyed approximately 1,100 business and government executives and 5,000 consumers across 15 countries. Thirty leading futurists were also interviewed. Of those interviewed for the executive study, 42 percent are C-level executives, with Chief Executive Officers comprising 10 percent of that group. More than three-fourths of the consumer study participants are university graduates, with 68 percent between the ages of 25 and 54.

E2E is characterized by hyper-connectedness and collaboration of consumers and organizations across the gamut of value chain activities: co-design, co-creation, co-production, co-marketing, co-distribution and co-funding. Prospering in an E2E setting demands disruptive innovation that challenges established norms and blurs organizational boundaries.

In the future, organizations will operate in ecosystems of converging products, services and industries.

The four key dimensions of the new E2E business models are: connectivity, interactivity, awareness and intelligence.

The purpose of this article is to discuss the important distinctions between organizational and individual learning.

Important distinctions between organizational and individual learning are explored before presenting five elements of the learning organization.

Three underlying principles are provided as a launching point for future exploration: a learning organization is a knowledge organization; a learning organization is more than the sum of individual learning; and a learning organization is constantly changing and never at maximum efficiency.

This paper discusses the important distinctions between organizational and individual learning.

The purpose of this paper is to consider knowledge from a new perspective that permits a rational analysis and interpretation of knowledge as it applies to learning and action in simple, complicated and complex situations.

This paper provides a fine‐grain analysis of knowledge. Specifically it looks at: the special relationship between knowledge and information (Kn_I and Kn_P); knowledge types, the characteristics of knowledge used for different types of work; and levels of knowledge in terms of surface, shallow and deep. Following a discussion of knowledge from the these three frames of reference, this model is used to explore similarities in levels of learning, then it is applied to the complexity of situations, the complexity of making decisions and the complexity of actions.

There appears to be a correlation among the levels of knowledge and the corresponding levels of learning and action. In addition, the breakdown of systems into the classic three areas of simple, complicated and complex carry over into the three corresponding levels (surface, shallow and deep) as applied to learning and knowledge.

This is a new frame of reference for considering knowledge. This analysis can be used to ask relevant questions about specific levels of knowledge. It also enables managers to recognize the scope and depth of knowledge available to maximize problem solving, decision making and action in simple, complicated and complex situations. Further, it permits knowledge developers to tailor learning and knowledge to improve knowledge sharing and conservation.