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Knowledge governance is an organizational mechanism that formally and informally defines how the firm manages the activities related knowledge, thus it plays a significant influence on knowledge sharing. The purpose of this study is to analyze the impact of knowledge governance, including formal and informal knowledge governance, on knowledge sharing. Then the paper examines the mediating role of the guanxi effect on knowledge governance and knowledge sharing.

Based upon this research, the authors chose to use the logical deductive approach for their hypotheses and analytical frameworks. Questionnaires and interviews were used to collect data from 339 employees in 39 Chinese strategic emerging firms. Finally, regression analysis and structure equation models (SPSS and AMOS) were used for data analysis and hypotheses testing.

This study points to the impact that knowledge governance has on knowledge sharing based on the mediation of the guanxi effect in China. The results first show that knowledge governance, including formal and informal knowledge governance, plays a key role in knowledge sharing; second, that the guanxi effect partly mediates between informal knowledge governance and knowledge sharing; third, the guanxi effect plays a significant mediating role between formal knowledge governance and knowledge sharing.

This study presents a framework for Chinese strategic emerging industries to better understand the impact of knowledge governance upon knowledge sharing and thus enhance their firm's guanxi networks to maximize economic and social benefits. The managerial implications are that firms should strengthen knowledge governance to promote employee knowledge sharing and infuse a more harmonious atmosphere to strengthen the positive effects of guanxi among employees. Ultimately, Chinese firms must consider and encourage the benefits of the guanxi effect. This study only investigated 339 employees in 39 organizations located in the central China. It is limited by employees' cognition. In further research, the authors will identify more samples and develop a large‐scale questionnaire to explore these impacts in more detail and thus enhance their current research.

It is the first attempt in China to systematically investigate the impact of knowledge governance on knowledge sharing based on the mediation of the guanxi effect. The results provide a theoretical and methodological contribution to the study of knowledge governance and can thus improve managerial practice in an era of knowledge‐based economies.

Knowledge is recognized to be a key asset to achieve the strategic objectives of an organization. To that end, it is necessary to count on governance mechanisms that ensure the alignment between the knowledge resources and processes and the business strategy. Given that knowledge management is often performed by project management offices (PMOs), the purpose of this paper is to explore if the dimensions for PMOs governance suggested in the literature are also valid for knowledge governance and what problems do exist.

This research has been done using case study methodology. A large complex project in the IT industry was deeply analyzed. This project brings together most of the elements that can be found in current organizational contexts (e.g. geographical dispersed project teams, multicultural environment, technical complexity, etc.), thus reinforcing the applicability of the results obtained.

The study findings indicate that knowledge flows between PMOs take place along the dimensions defined for PMO governance, thus confirming the suitability of those dimensions also for the governance of knowledge. This research also validates the connection between the barriers to knowledge sharing and the knowledge governance mechanisms, and provides empirical evidence of the importance of informal knowledge governance to foster knowledge sharing behaviors. This is of key importance to overcome daily operational issues. The observations made are, in fact, valuable lessons learnt for future projects and a valuable input for further research.

This study explores the similarities between PMOs governance and knowledge governance in multi-PMO settings on the basis of a case study, thus contributing additional empirical data to the literature. Previous work with this approach has not been found.

The main purposes of this study are to develop a knowledge governance mechanism-fit-barrier matrix mode to resolve transfer problems resulting from knowledge characteristics and to clarify the relationship among knowledge characteristics, barriers of knowledge transfer, and effective knowledge transfer in inter-organizational contexts.

The vast literature on knowledge transfer in inter-organizational context has been reviewed. Moreover, to develop a theoretical framework, the authors developed a set of arguments based on literature pertaining to the knowledge-based view of knowledge characteristics and barriers and the response of network to inter-organizational knowledge transfer.

Knowledge-based view of knowledge characteristics and barriers and knowledge governance may provide a new understanding for network organizations seeking effective knowledge transfer strategies in inter-organizational context.

The main contribution to organizational theory is extending information-processing theory to form a new strategic model for inter-organizational knowledge transfer.

The fit model of governance mechanisms may help managers to make effective strategies for inter-organizational knowledge transfer.

Theoretically, this paper extends Information Processing Theory to inter-organizational relationships research. The developed model here also helps to explain the importance of cognitive dimensions for successful inter-organizational knowledge transfer. In KM practice, the proposed well-developed strategic models may help managers to link inter-organizational knowledge transfer processes to business strategy, and validate of the way to convert the goal of making their network organizations more intelligent into a strategic action.

Knowledge governance is an organizational mechanism that formally and informally defines how the firm manages the activities related knowledge, thus it has a significant influence on knowledge sharing. The purpose of this study is to analyze the impact of knowledge governance, including formal and informal knowledge governance, on knowledge sharing. Further, the authors examine the mediating role of guanxi effect between knowledge governance and knowledge sharing.

Based upon their research, the authors chose to use the logic deduction approach for hypotheses and analytical frameworks. Questionnaires and interviews were used to collect data from 339 employees in 39 Chinese strategic emerging firms. Finally, regression analysis and structure equation models by SPSS AMOS were used for data analysis and hypotheses testing.

This study points to the impact that knowledge governance bears upon knowledge sharing based on the mediation of guanxi effect in China. The results first show that knowledge governance, including formal and informal knowledge governance, plays a key role in knowledge sharing; second, that guanxi effect partly mediates between informal knowledge governance and knowledge sharing; thirdly, guanxi effect plays a whole mediating role between formal knowledge governance and knowledge sharing.

This study presents a framework for Chinese strategic emerging industries to better comprehend the impact of knowledge governance upon knowledge sharing and thus enhance their firm's guanxi networks to maximize economic and social benefit. The managerial implications are that firms should strengthen knowledge governance to promote employee knowledge sharing and infuse a more harmonious atmosphere to strengthen the positive effects of guanxi among employees. Ultimately, Chinese firms must consider and encourage the benefits of the guanxi effect. This study only investigated 339 employees in 39 organizations located in central China. It is limited by employees' cognition. In further research, the authors will identify more samples and develop a large‐scale questionnaire to explore these impacts in more detail and thus enhance their current research.

It is the first attempt in China to systematically investigate the impact of knowledge governance on knowledge sharing based on the mediation of guanxi effect. The results provide a theoretical and methodological contribution to the study of knowledge governance and can thus improve managerial practice in an era of knowledge‐based economies.

The purpose of this paper is to position the preservation and protection of intellectual capital as a cyber security concern. The paper outlines the security requirements of intellectual capital to help boards of directors (BoDs) and executive management teams to understand their responsibilities and accountabilities in this respect.

The research methodology is desk research. In other words, we gathered facts and existing research publications that helped us to define key terms, to formulate arguments to convince BoDs of the need to secure their intellectual capital and to outline actions to be taken by BoDs to do so.

Intellectual capital, as a valuable business resource, is related to information, knowledge and cyber security. Hence, preservation thereof is also related to cyber security governance and merits attention from BoDs.

This paper clarifies BoDs intellectual capital governance responsibilities, which encompass information, knowledge and cyber security governance.

The authors hope that BoDs will benefit from the clarifications, and especially from the positioning of intellectual capital in cyber space.

If BoDs know how to embrace their intellectual capital governance responsibilities, this will help to ensure that such intellectual capital is preserved and secured.

This paper extends a previous paper published by Von Solms and Von Solms, which clarified the key terms of information and cyber security, and the governance thereof. The originality and value is the focus on the securing of intellectual capital, a topic that has not yet received a great deal of attention from security researchers.

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance governance mechanisms on knowledge transfer consequences and investigate the role of environmental uncertainty in knowledge transfer of alliance.

Survey data were collected mainly in high-tech industries of China, the firms in which often establish alliance for the purpose of learning and knowledge transfer often takes place in that alliance. Finally, 293 usable samples were included in subsequent analysis. Multiple regression analysis was used to examine the hypotheses.

The extent of relational (/formal) governance mechanism used in alliance has a stronger positive relationship with the extent of tacit (/explicit) knowledge transfer in alliance than with the extent of explicit (/tacit) knowledge transfer in alliance between them; environmental uncertainty impairs relational governance mechanisms and enhances formal governance mechanisms used in alliance; both relational and formal governance mechanisms could facilitate knowledge transfer in alliance; environmental uncertainty hinders knowledge transfer and negatively moderates the relationship between alliance governance mechanisms and knowledge transfer.

This paper finds the relationship between knowledge transfer in alliance and alliance governance mechanisms, and the role of environmental uncertainty, providing managers with direct implications about how to manage alliance with different knowledge transfer characteristics for the purpose of facilitating knowledge transfer in alliance; provides managers more details about the dark side of the environmental uncertainty in knowledge transfer, also reminds public policy-makers paying enough attention for the improvement of institutional environment to deal with uncertainty.

Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process.

A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases.

The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery.

The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.

Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.

Purposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.

The research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.

The findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.

The purpose of this paper is to examine the ways in which scholars have proposed organizational forms combining elements of markets and hierarchies. These hybrid forms are based on networked connections and bottom‐up entrepreneurship, fostering knowledge sharing among semi‐independent units. Despite their suitability to knowledge‐intensive companies, scholars are divided on their views on governance in internal hybrids. While knowledge management scholars emphasize soft community‐like dimensions, organizational economists seek to reduce opportunism through hard hierarchical governance. Because these views act as complementaries, this paper synthesizes them to present organizational governance in internal hybrids.

A case study with 56 interviews describes the functioning of soft and hard governance mechanisms in the Japanese company Maekawa Manufacturing Ltd.

The case study indicates that soft and hard governance mechanisms work in complementary ways in a successfully implemented internal hybrid.

Internal hybrids tend to function most efficiently with a mix of soft knowledge management practices and hard control devices.

Instead of taking an “either/or” perspective, this paper seeks to synthesize contrasting views of knowledge management and organizational economics.

This study aims to investigate the role of governance on knowledge acquisition and loss by new technology‐based firms engaged in inter‐firm collaborative new product development projects.

This work draws on the relational exchange perspective, transaction cost theory and the resource‐based view in order to develop hypotheses. Survey data collected from British new technology‐based firms, operating in three industry sectors, was used to examine these hypotheses.

Relational governance was found to have a positive relationship with the acquisition of knowledge‐based resources. Increased comprehensiveness in the formal contractual governance structure was found to be associated with lower levels of harmful knowledge loss.

This study was conducted in one country. Future research should be done in different countries to determine the generalizability of the findings.

Managers engaging in collaborative new product development projects need to develop both relational as well as formal contractual governance mechanisms, so that positive collaboration outcomes can be maximized, while negative outcomes are minimized.

A review of the literature indicates that the study of the governance of short‐term, focused inter‐firm relationships has been neglected. Additionally, while there has been extensive examination of knowledge acquisition there has been much less exploration of knowledge loss within these inter‐firm relationships. This study contributes to the literature by responding to this need.