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Digital technology has changed how people interact with information and each other. Being able to access and share information ensures healthcare practitioners can keep abreast of new and ever changing information and improve services. The purpose of this paper is to present an information management-knowledge transfer (IM-KT) framework which emerged from a study looking at digital literacy in the occupational therapy profession.

The research was undertaken in three stages. First an in-depth literature review was undertaken, which enabled the creation of an initial conceptual framework which in turn, informed the second stage of the research: the development of a survey about the use of digital technologies. Occupational therapy students, academics and practitioners across five different countries completed the survey, after which refinements to the framework were made. The IM-KT framework presented in this paper emerged as a result of the third stage of the study, which was completed using the Delphi technique where 18 experts were consulted over four rounds of qualitative questionnaires.

The IM-KT framework assists individuals and groups to better understand how information management and knowledge transfer occurs. The framework highlights the central role of information literacy and digital literacy and the influence of context on knowledge transfer activities.

The IM-KT framework delineates clearly between information and knowledge and demonstrates the essential role of information literacy and digital literacy in the knowledge era. This framework was developed for the occupational therapy profession and may be applicable to other professions striving to keep up to date with best evidence.

This paper seeks to discuss past and present paradigm shifts in education and then to explore possible future learning paradigms in the light of the knowledge explosion in the knowledge era that is currently being entered.

New learning paradigms and paradigm shifts are explored.

Learning processes and learning paradigms are still very much founded in a content‐driven and knowledge production paradigm. The rapid developments in information and communication technologies already have and will continue to have a profound impact on information processing, knowledge production and learning paradigms. One needs to acknowledge the increasing role and impact of technology on education and training. One has already experienced enormous challenges in coping with the current overflow of available information. It is difficult to imagine what it will be like when the knowledge economy is in its prime.

Institutions should move away from providing content per se to learners. It is necessary to focus on how to enable learners to find, identify, manipulate and evaluate information and knowledge, to integrate this knowledge in their world of work and life, to solve problems and to communicate this knowledge to others. Teachers and trainers should become coaches and mentors within the knowledge era – the source of how to navigate in the ocean of available information and knowledge – and learners should acquire navigating skills for a navigationist learning paradigm.

This paper stimulates out‐of‐the‐box thinking about current learning paradigms and educational and training practices. It provides a basis to identify the impact of the new knowledge economy on the way one deals with information and knowledge and how one deals with learning content and content production. It emphasizes that the focus should not be on the creation of knowledge per se, but on how to navigate in the ocean of available knowledge and information. It urges readers to anticipate the on future and to explore alternative and appropriate learning paradigms.

Knowledge management aims to increase an organization's competitive advantage through the collective management of its employees' knowledge. In the past, knowledge management was very technologically oriented, with a focus on data mining, software, and artificial intelligence, but in recent years there has been a move toward incorporating social aspects. As knowledge management evolved into its second era, the focus shifted to defining knowledge, developing frameworks, and implementing content management systems. The current knowledge management era (third) appears to be more integrated with an organization's philosophy, goals, and day-to-day activities, and is also the “softest” with regards to a people-oriented approach (Metaxiotis, Ergazakis, & Psarras, 2005; Wiig, 2002). As knowledge management moves further into the third era, no theoretical foundation exists. As will be seen, knowledge is an unmanageable, nontransferable entity that cannot exist outside a person's brain (Abou-Zeid, 2007). As such it is not possible to define the concept of knowledge, nor even desirable, and this is in direct contrast to first generation knowledge management, which aimed to accurately define the concept of knowledge (Metaxiotis et al., 2005). The focus on frameworks (Holsapple & Joshi, 1997), systems (Hasan & Gould, 2003), and technology (Liao, 2003) that dominated second-generation knowledge management is also not compatible with the current understanding of knowledge (Abou-Zeid, 2007), suggesting that systems cannot directly manage knowledge.

In this era of globalization, knowledge has emerged as a critical resource. India has high expectations from her knowledge industries. Though it is difficult to classify knowledge into watertight compartments, this paper is an attempt to study whether Indian firms have identified the most crucial knowledge and what is the importance they give to various types of knowledge.

This study is comprehensive as it takes into account both macro and micro aspects as well as covers both private (software and pharmaceutical) and public (petroleum marketing) sectors of Indian economy.

The results reveal that knowledge about customers is given the most importance and firms need to put serious effort into identifying the most crucial knowledge and then leveraging that knowledge for sustainable competitive advantage.

This paper represents the first of its kind in an Indian context.

The purpose of this paper is to develop a network-based approach for doing active knowledge services in the coming networked knowledge era.

A novel solution so-called “Internet of Knowledge (IoK)” is proposed in this paper, which can be used to organize scattered resources into a value-added knowledge asset for serving any specific objective through internet connection.

It enables the public library to be an attractive habitat for both knowledge consumers and contributors to share and co-create knowledge works. It will be an ideal ecosystem for supporting the growth of knowledge-intensive industries.

A pilot system has being developed to promote the development of marine economy.

The IoK-based approach is expected to be applied to more domains in the next China’s five-year plan.

The main contribution is to integrate many great ideas from world gurus into a single solution framework, in other words, an integration innovation.

Existing studies have paid less attention to the impact of knowledge accumulation on digital transformation and its boundary conditions. Hence, this study aims to investigate the effects of ambidextrous knowledge accumulation on manufacturing digital transformation under the moderation of dynamic capability.

This study divides knowledge accumulation into exploratory and exploitative knowledge accumulation and divides dynamic capability into alliance management capability and new product development capability. To clarify the relationship among ambidextrous knowledge accumulation, dynamic capability and manufacturing digital transformation, the authors collect data from 421 Chinese listed manufacturing enterprises from 2016 to 2020 and perform analysis by multiple hierarchical regression method, heterogeneity test and robustness analysis.

The empirical results show that both exploratory and exploitative knowledge accumulation can significantly promote manufacturing digital transformation. Keeping ambidextrous knowledge accumulation in parallel is more conducive than keeping single-dimensional knowledge accumulation. Besides, dynamic capability positively moderates the relationship between ambidextrous knowledge accumulation and manufacturing digital transformation. Moreover, the heterogeneity test shows that the impact of ambidextrous knowledge accumulation and dynamic capabilities on manufacturing digital transformation varies widely across different industry segments or different regions.

First, this paper shifts attention to the role of ambidextrous knowledge accumulation in manufacturing digital transformation and expands the connotation and extension of knowledge accumulation. Second, this study reveals that dynamic capability is a vital driver of digital transformation, which corroborates the previous findings of dynamic capability as an important driver and contributes to enriching the knowledge management literature. Third, this paper provides a comprehensive micro measurement of ambidextrous knowledge accumulation and digital transformation based on the development characteristics of the digital economy era, which provides a theoretical basis for subsequent research.

The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH.

Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships.

First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding.

This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

This paper aims to establish a systematic cognition to alleviate the supply–demand contradiction in rural financial markets from an integrated perspective of knowledge management and proposes the concept of rural financial knowledge ecosystem (RFKE) to encourage multifaceted solutions.

The authors qualitatively describe the process that the knowledge management dilemmas cause the supply–demand contradiction in the rural finance and further summarize a systematic methodology from three dimensions: the knowledge subject, the knowledge environment and the knowledge ecology.

The authors list four types of knowledge management dilemmas leading to the supply–demand contradiction in the rural finance, i.e. the weak knowledge sharing, the poor knowledge flow, the slow knowledge updating and the imperfect knowledge environment. Meanwhile, the RFKE model consisting of the ecological subject, the ecological environment and the ecological regulation is also presented.

The role of knowledge management in improving the allocation of financial resources to various rural financial market participants (government, rural financial institutions, farmers, agricultural enterprises, etc.).

The authors creatively give the RFKE model, which complements and enriches the theory of knowledge management. Meanwhile, relevant management practices are urgently needed under the macro circumstance of the COVID-19 pandemic and the rural revitalization in China.

Reviews the development of approaches to reservations management in the hotel industry alongside models of the stages of development in information technology (IT). Suggests that strategic success and operational implementation have been built on the prevailing IT “era”. Explores the future strategic potential of reservations management. Hotel operators need to understand how technology changes the “rules of the game” and identify alternative strategies for gaining competitive advantage. In reality, strategic implementation is either “service‐led” or “IT‐led”.