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Measuring the business benefits of knowledge management is difficult. Even more so for public sector agencies whose outcomes are social benefits, rather than simple profit. Describes an approach for measuring the performance of knowledge management strategies for a public sector agency in Victoria, Australia. Knowledge management is defined as those actions which support collaboration and integration. Two models are presented for measuring knowledge management performance and knowledge management behaviours: a performance framework based on the balanced scorecard approach, and a behaviour framework that identifies levels of practice demonstrated by individuals. The Knowledge Management Performance Scorecard maps the objectives for knowledge management across the balanced scorecard’s key result areas The Knowledge Management Behaviour Framework identifies seven levels of knowledge management skills for demonstrating collaborative behaviour. The framework also outlines what might be typical behaviours of managers and the roles they would assume in relation to individuals at each level.

The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.

The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.

The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).

The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.

This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.

The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.

Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM.

Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS.

The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation.

The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB.

The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that influence an individual’s knowledge sharing behaviour.

Data from 298 employees in Myanmar’s banking industry were analysed using the structural equation modelling (SEM) approach.

The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour. Additionally, the study found the moderating influence of knowledge sharing opportunity and collectivism in examining the impact of absorptive capacity, trust and social interaction on knowledge sharing behaviour.

Future research may consider other dimensions of cultural dimensions, and extending the model by adding outcomes of knowledge sharing behaviour such as innovation or productivity could also be considered.

Organisations need to consider absorptive capacity in the recruitment process, increase trust and social interaction among employees, promote knowledge-sharing opportunities and collectivism to promote knowledge-sharing behaviour.

The study’s distinctive contribution is the Myanmar bank sector's under-researched context for investigating the reverse relationship between absorptive capacity and knowledge sharing behaviour. The moderating effects of knowledge sharing opportunity and collectivism ignored mainly in the knowledge sharing literature were investigated in this study.

This study aims to investigate the role of restaurant employees’ intrinsic motivations that influenced their knowledge-sharing behaviors and knowledge application behaviors, based on need theory and prior knowledge management research.

A cross-sectional, self-administered survey was used to collect data from employees who work in the food and beverage sections of hotels, coffee shops or restaurants.

Results from this study supported the role of employees’ intrinsic motivations to share knowledge with other employees and apply their knowledge to actions. Moreover, results identified employees’ knowledge application behaviors that influenced their innovative behaviors.

This paper investigated the role of restaurant employees’ intrinsic motivations on their knowledge management and innovative behaviors.

The primary objective of this investigation was to explore how employees’ utilization of social media for work-related purposes impacts their service innovation behavior, both directly and through the intermediary mechanisms of knowledge management and employees’ risk-taking.

In developing its conceptual framework, this study has drawn upon the stimulus-organism-response (SOR) theory. To test its hypotheses, this study has surveyed 241 financial analysts from ten Iranian financial companies and has employed variance-based structural equation modeling (specifically, PLS-SEM) with the assistance of “WarpPLS 8.0 software.”

The findings revealed that employees’ work-related use of social media positively influences their service innovation behavior using knowledge management, encompassing knowledge sharing and acquisition capability as well as employee risk-taking. However, this influence is not directly significant.

To the best of our knowledge, this study marks the first instance in which the effect of work-related use of social media on employee service innovation behavior directly and through the mediating roles of knowledge management and risk-taking has been investigated through the lens of the SOR paradigm, especially in the financial sector.

The study examines the antecedents of responsible financial management behavior among young adults in India and explores the role of financial risk tolerance as a moderating variable.

The sample includes young adults in the age group of 18–35. The analysis uses a two-step approach via standard partial least squares structural modeling (PLS-SEM) and ordinary least square (OLS) regression.

Structural modeling results show that financial attitude fully mediates the relationship between financial knowledge and responsible financial management behavior, and locus of control influences responsible financial management behavior. Financial risk tolerance moderates the relationship. Among demographic factors, age and occupation influence responsible financial management behavior.

The financial knowledge used in the survey are based on self-reported responses. The future study can include participants from both developed and emerging countries to assess similarities and differences.

Despite the growing focus on improving financial literacy, there are growing concerns regarding responsible financial behavior. Since financial services is related to fiduciary responsibility, managers and policymakers need to ensure that financial knowledge results in improving financial attitude, which further leads to responsible financial behavior.

The present study from an emerging country will add value to the literature.

This study investigates the role of personality disorders in the context of counterproductive knowledge behavior.

Data were collected through a survey administered to 120 full-time employees recruited from Amazon’s Mechanical Turk. Personality disorders were measured by means of the Millon Clinical Multiaxial Inventory-IV.

Personality disorders play an important role in the context of counterproductive knowledge behavior: employees suffering from various personality disorders are likely to hide knowledge from their fellow coworkers and engage in knowledge sabotage. Of particular importance are dependent, narcissistic and sadistic personality disorders as well as schizophrenic and delusional severe clinical syndromes. There is a need for a paradigm shift in terms of how the research community should portray those who engage in counterproductive knowledge behavior, reconsidering the underlying assumption that all of them act deliberately, consciously and rationally. Unexpectedly, most personality disorders do not facilitate knowledge hoarding.

Organizations should provide insurance coverage for the treatment of personality disorders, assist those seeking treatment, inform employees about the existence of personality disorders in the workplace and their impact on interemployee relationships, facilitate a stress-free work environment, remove social stigma that may be associated with personality disorders and, as a last resort, reassign workers suffering from extreme forms of personality disorders to tasks that require less interemployee interaction (instead of terminating them).

To the best of the authors’ knowledge, this work represents one of the first attempts to empirically investigate the notion of personality disorders in the context of knowledge management.

This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.

Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.

Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.

Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.

This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

This paper aims to understand the factors that can determine the knowledge sharing (KS) intention and behaviour of academics in Malaysian higher learning institutes (HLIs), thus affecting academics research productivity.

The study’s respondents were 525 academics from public and private HLI in Malaysia. This study adapts theory of planned behaviour (TPB) and social capital theory (SCT) to determine academics KS intention and behaviour of academics and the factors that can influence along the KS process.

Results indicate that among the factors of academics KS behaviour, there are two factors that are not significant, commitment and perceived cost, while the rest showed significant results. The strongest factors are management support and social media use among academics. The result also shows that academics intention to share is explained by 62.1 per cent of the variance, while academics KS behaviour is explained by 47.1 per cent of the variance.

This study shows the high intention and behaviour of sharing among Malaysian academics and suggests that academics in this country are cautious and aware of the importance of knowledge for human capital and development of nation.

This paper facilitates university in hiring academics that support KS activities.

The integration of TPB and SCT in evaluating Malaysian academics KS behaviour can eventually affect the research productivity. Furthermore, addition of several variables, such as perceived cost, facilitating conditions make this study a holistic model to predict academic research performance.