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Given the decisive role of knowledge-oriented leadership (KOL) in boosting organizational innovation capacities, the research intends to investigate the effect of KOL on ambidextrous innovation with the mediating effect of knowledge management capability (KMC). Furthermore, technological turbulence (TT) is regarded as a moderator in the relationship between KMC and ambidextrous innovation.

The data obtained from 122 Pakistani manufacturing firms were used to evaluate the proposed relationships using the partial least square structural equation modeling approach.

The empirical findings demonstrate that KOL positively affects both aspects of ambidextrous innovation, namely exploitative innovation (EII) and exploratory innovation (ERI), with a higher effect on EII. Additionally, knowledge management process capability (KMPC) partially mediates the association between KOL and both dimensions of ambidextrous innovation (EII and ERI). Similarly, knowledge management infrastructure capability (KMIC) mediates the link between KOL and ERI but does not mediate the relationship between KOL and EII. The impacts of the KMPC and KMIC on EII are also significantly moderated by TT, although the link between the two components of the KMC (KMPC and KMIC) and ERI is unaffected.

The research provides useful knowledge and a novel strategy for policymakers to foster KOL and invest in KMC to improve the capabilities of Pakistani manufacturing firms in terms of innovation.

The research has contributed significantly to the resources-based view and knowledge-based view (KBV) literature by examining the various mediation moderation mechanisms and offering greater insights into the relationship between KOL and firms, KMC, and ambidextrous innovations.

This paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB). Particularly, this study analyses the sequential mediating role of work engagement and knowledge-sharing in this relationship at the individual level.

Using researchers and professors working at a Spanish state university as an empirical sample and applying partial least squares structural equation modelling (PLS-SEM), the authors test hypotheses regarding the impact of the indirect and sequential effect of engagement and knowledge-sharing on the relationship between employees' perceptions of HPWS and IB.

Findings indicate the existence of a sequential mediating effect of work engagement and knowledge-sharing. The authors' results suggest that the existence of engagement is necessary for the influence of HPWS on IB to become effective.

The authors' results also highlighted the importance of suitable design and implementation for HPWS so that employees feel motivated and dedicated to their work.

The authors' findings contribute to the understanding of the mechanisms by which HPWS enhance employees' IB, and the results are especially salient in advancing the theoretical understanding of how HPWS, engagement and knowledge-sharing are relevant variables for IB.

本文擬探討兩個間接機制,透過這兩個機制,僱員對高績效工作系統的看法,會促進其創新行為。具體地說,本文擬分析在個人層面上,工作參與和知識共享在高績效工作系統與創新行為之間的關係中所扮演的有序中介角色 。

我們以於一所西班牙州立大學工作的研究人員和教授為實證樣本,並使用偏最小平方法的結構方程模型 (PLS-SEM) 來進行研究。研究乃對一些假設進行試驗。這些假設,是關於工作參與和知識共享對高績效工作系統與創新行為之間關係的間接順序效應之影響。

研究結果顯示、工作參與和知識共享有其有序的中介效應。

我們的研究結果暗示、若要使高績效工作系統能有效地影響創新行為,工作參與是不可或缺的。

研究結果也強調了若要僱員盡心盡力、抱有積極的工作態度,企業必須設計合適的高績效工作系統,並予以有效的執行。

本研究的結果,幫助我們了解高績效工作系統能增強僱員創新行為的機制; 更重要的是,研究結果促進了我們對高績效工作系統、工作參與和知識共享作為創新行為的相關變數的理論理解。

The factors for higher education institutions’ (HEIs) project management failure have been studied for several years. One of the issues is a lack of tools to combine their knowledge infrastructure capabilities (KIC) with project management (PM) to examine these infrastructures and monitor maturity. There are several project management maturity (PMM) models available. However, there are just a few empirical studies that support the three knowledge infrastructure capabilities and PMM integrations. As a result, the current research aims to suggest a new conceptual model, KIC-knowledge management (KM), and assess a research model that includes the three knowledge infrastructure capabilities as a prerequisite to elevate the PMM.

Partial least squares structural equation modeling (PLS-SEM) is used to evaluate the proposed research model. The study’s hypotheses were also examined using a sample of 352 respondents from PM departments at ten Yemeni public universities.

The study found that if the three key knowledge infrastructure capabilities integrate into the PMs, then it will help HEIs to perform project tasks more effectively and efficiently. Also, it will improve the PM maturity level if all the three capabilities positively effect PMM.

The study findings cannot be generalized to other industries because the collected date were with the Yemeni public universities’ context. Also, the new proposed model can be assessed in various sectors to increase the validity of the model. One more thing, future academics can conduct qualitative research study to validate again the proposed model.

Project managers can develop and improve their organization’s effectiveness and performance by focusing on these findings and using the developed model. Also, the findings of this study can be used as a benchmark for evaluating initiatives and knowledge-based governmental entities.

It is an opportunity for knowledge-based governmental entities particularly and other organizations to elevate most of projects to achieve a supreme level of maturity. Also, this study will assist employees to understand the relationship between KICs and projects within HEIs in Yemen.

This paper is among the first to empirically study the impact of the three knowledge infrastructure capabilities toward PMM. It links between two important domains: KM and PM.

Based on the perspective of knowledge management capability, this paper aims to reveal the internal mechanism of the digital empowerment of mobile social platforms to improve the operational performance of Chinese traditional retail enterprises. Such improvements have crucial theoretical value and practical implications for Chinese traditional retail enterprises to achieve transformation and sustainable development.

This study applied the typical analysis method, selected China’s leading mobile social platform, WeChat, as a typical case, and observed and analyzed the public data of the traditional retail industry and social platforms and interviews with relevant enterprises. On this basis, this study used the inductive and deductive methods of qualitative research to conduct an in-depth analysis of the mechanism by which WeChat’s digital empowerment improves the operational performance of Chinese traditional retail enterprises. It also discussed the critical role and path knowledge management capabilities play in this mechanism.

This research demonstrated that mobile social platforms empower Chinese traditional retail enterprises to build diversified digital channels, enhance the knowledge acquisition capability of enterprises and thus improve their performance; empower Chinese traditional retail enterprises to build digital community networks, enhance the knowledge diffusion capability of enterprises and thus improve their performance; and empower Chinese traditional retail enterprises to integrate online and offline businesses, enhance the knowledge integration capability of enterprises and thus improve their performance.

This study clarifies the internal mechanism of how the digital empowerment of mobile social platforms can improve the performance of Chinese traditional retail enterprises. This mechanism implies that knowledge management capabilities (knowledge acquisition, diffusion and integration capability) are the underlying logic for Chinese traditional retail enterprises to achieve higher performance levels. This has important practical implications for managers of Chinese traditional retail enterprises to leverage the digital infrastructure of mobile social platforms to achieve the sustainable development of enterprises.

This study provides an in-depth analysis of how the traditional retail industry uses digital social platforms to improve operational performance from the perspective of knowledge management capabilities, which can further promote the theoretical research and practical development of digitalization and knowledge management. At the same time, this study explored the research on the operational performance of Chinese traditional retail enterprises from the perspective of knowledge management capabilities and expanded the research on knowledge management in related fields. The authors have initially sorted out the impact of knowledge management capabilities on the operational performance of Chinese traditional retail enterprises in the digital era. This will help better understand the role and function of knowledge management in strategic transformation and expand the application of knowledge management theory.

Through the lens of resource-based view (RBV), knowledge-based view (KBV) and DCV, this paper aims to investigate the relationship of entrepreneurial leadership (EL) on the project success (PS) and further examines the mediating effect of knowledge infrastructure capability (KIC), knowledge-based dynamic capability (KBDC) and Big data analytic capability (BDAC).

The data were collected from 467 employees working on project in software companies. The data were evaluated using SMART-PLS, a structural equation modeling (SEM) tool.

The study revealed a significant impact of EL on the PS, the study also found the significant mediation role of KIC, KBDC and BDAC on the EL and PS relationship.

The research gives valuable insight into the effective role of EL as a contemporary leadership style in project-based firms. Also, this research is one of the first to examine knowledge-oriented dynamic capabilities (DC) as a knowledge fulcrum in project execution. These DC have been empirically proven to facilitate EL in achieving PS and support the firm in competing in an uncertain environment.

From a knowledge-management perspective, this paper aims to analyze the digital transformation of the business models of traditional Chinese sporting goods companies in the context of the pandemic crisis and to explore the role of their digital transformation in coping with the crisis.

Using theoretical sampling, typical sporting goods companies are selected for case studies. We provide an in-depth analysis of how these companies achieve high performance levels through the digital transformation of their business models in the post-COVID-19 era and discuss the key role of knowledge management in this achievement.

Focusing on the challenges faced by Chinese sporting goods enterprises during the pandemic crisis from the knowledge-management perspective, we find that through the digital transformation of their business models, enterprises can improve their knowledge-management capabilities, enhance their flexibility to respond to sudden crises and maintain a higher level of corporate performance.

This paper has significant implications for sporting goods companies wishing to achieve high corporate performance through the digital transformation of their business models in the post-COVID-19 era. Future research should address the dynamic mechanism of the digital transformation of business models to improve enterprise knowledge-management capabilities and the impact mechanism of knowledge-management capabilities on interenterprise organizational resilience.

This paper proposes specific strategies in the process of the digital transformation of business models that are essential for improving enterprises’ internal and external knowledge-management capabilities.

This paper aims to design a hybrid model of knowledge-based performance management system (KBPMS) for facilitating Lean Six-Sigma (L6s) application to increase contractor productivity without compromising human safety in Indonesian upstream oil field operations that manage ageing and life extension (ALE) facilities.

The research design applies a pragmatic paradigm by employing action research strategy with qualitative-quantitative methodology involving 385 of 1,533 workers. The KBPMS-L6s conceptual framework is developed and enriched with the Analytical Hierarchy Process (AHP) to prioritize fit-for-purpose Key Performance Indicators. The application of L6s with Human Performance Modes analysis is used to provide a statistical baseline approach for pre-assessment of the contractor’s organizational capabilities. A comprehensive literature review is given for the main pillars of the contextual framework.

The KBPMS-L6s concept has given an improved hierarchy for strategic and operational levels to achieve a performance benchmark to manage ALE facilities in Indonesian upstream oil field operations. To increase quality management practices in managing ALE facilities, the L6s application requires an assessment of the organizational capability of contractors and an analysis of Human Performance Modes (HPM) to identify levels of construction workers’ productivity based on human competency and safety awareness that have never been done in this field.

The action research will only focus on the contractors’ productivity and safety performances that are managed by infrastructure maintenance programs for managing integrity of ALE facilities in Indonesian upstream of oil field operations. Future research could go toward validating this approach in other sectors.

This paper discusses the implications of developing the hybrid KBPMS- L6s enriched with AHP methodology and the application of HPM analysis to achieve a 14% reduction in inefficient working time, a 28% reduction in supervision costs, a 15% reduction in schedule completion delays, and a 78% reduction in safety incident rates of Total Recordable Incident Rate (TRIR), Days Away Restricted or Job Transfer (DART) and Motor Vehicle Crash (MVC), as evidence of achieving fit-for-purpose KPIs with safer, better, faster, and at lower costs.

This paper does not discuss social implications

This paper successfully demonstrates a novel use of Knowledge-Based system with the integration AHP and HPM analysis to develop a hybrid KBPMS-L6s concept that successfully increases contractor productivity without compromising human safety performance while implementing ALE facility infrastructure maintenance program in upstream oil field operations.

Knowledge management (KM) capability plays an important role in the promotion of firm performance in the knowledge economy era. However, empirical evidence on how KM capability affects firm performance is still limited. The study therefore aims to explore the impacts of internal and external KM capabilities on firm performance via the parallel mediation of efficiency-centered and novelty-centered business model innovations (BMIs).

The authors empirically analyzed a survey data of 295 Chinese innovative enterprises by applying partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

According to the results of PLS-SEM, the relationship between internal KM capability and firm performance is not significant, instead it is fully mediated by efficiency-centered and novelty-centered BMIs. External KM capability can directly and positively affect firm performance, while the relationship is also partially mediated by BMIs. Furthermore, the authors recognized the antecedent conditions for high-level and low-level firm performance by fsQCA analysis, which substantiate the above findings.

It not only enriches the literature that links KM and innovation management but also contributes to the new theoretical perspective on firm sustainable growth. Methodologically, it combines symmetric and asymmetric analyses together. Additionally, it provides some insights for managers to understand how KM capability drives firm performance through BMI.

This study investigates the role of supply chain knowledge management in enhancing pharmaceutical supply chain resilience.

This study focusses on the Middle East region, where semi-structured online interviews were conducted with 38 professionals from the pharmaceutical supply chain to collect empirical data.

The study reveals that supply chain knowledge management is a crucial value-adding practice that improves pharmaceutical supply chain resilience. Effective supply chain knowledge management enables organisations to develop agility, change, adaptability, problem-solving, response and innovation capabilities that support supply chain resilience. However, challenges related to supply chain management practices, people, processes and technology hinder the effective promotion of supply chain knowledge.

This study reminds managers that knowledge management is critical for building resilience in supply chains.

The study highlights the importance of a resilient pharmaceutical supply chain for organisations and society. The study advocates that effective supply chain knowledge management can help ensure a sustained supply of high-quality pharmaceutical products and services during crises.

The study offers novel insights by examining pharmaceutical supply chain resilience from a knowledge management perspective and highlighting the potential of knowledge capabilities to enable supply chains to recover from crises and adapt to the new normal. This study also highlights the key strategic considerations for managing knowledge effectively throughout the supply chain.

The purpose of this paper is to provide an integrative picture of the state of the art of the literature on digitalisation of small and medium-sized enterprises (SMEs) as an enabler for their internationalisation process and as a comprehensive view of the specific domains impacted by digital technologies as well as their repercussions on the international outreach.

A systematic review which leverages a descriptive analysis of extant literature and an axial coding technique has been conducted to shed light on the current knowledge and to identify primary research areas and future research lines.

The research indicates that digitalisation impacts the internationalisation of SMEs in three specific domains: (1) internationalisation through the adoption of information and communication technologies (ICT) technologies and e-commerce platforms; (2) international expansion through the digitalisation of value chain activities and (3) international outreach through knowledge acquisition on digital platforms.

The value of this study is threefold. First, the authors attempt to systematically review the literature on SMEs digitalisation and internationalisation and provide a holistic perspective on the intertwining of these two research streams. Second, the authors propose a novel conceptualisation on the dimensions of SMEs digitalisation as enablers to internationalisation. Third, the authors put forward promising future lines of research.

1. Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

2. Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

3. Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

4. Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

5. SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.

Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.