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This study aims to examine how knowledge sharing contributes to organizations’ ambidexterity, their overall performance and the role of knowledge quality in this relationship. Knowledge sharing is conceptualized based on tacit and explicit dimensions, and ambidexterity is viewed as comprising exploitative and explorative capabilities.

This study uses a cross-sectional survey-based research design and structural equation modeling to test the proposed model of knowledge sharing and knowledge quality in organizational ambidexterity and the related hypotheses.

The results indicate that tacit knowledge sharing has a significant, direct impact on the exploitative and explorative capabilities of the organization and indirectly impacts both dimensions of ambidexterity (i.e. exploitative and explorative) through knowledge quality. In contrast, explicit knowledge sharing does not have a significant impact on knowledge quality and affects only the exploitative extent of ambidexterity. Both exploitative and explorative capabilities significantly impact organizational performance.

To the best of the authors’ knowledge, this study is the first study to empirically examine the role of knowledge quality in the context of knowledge sharing for ambidexterity, especially within the context of organizations in the United Arab Emirates.

Seekers who visit professional virtual communities (PVCs) are usually motivated by knowledge-seeking, which is a complex cognitive process. How do seekers search for knowledge, and how is their search linked to prior knowledge or PVC situation factors? From the cognitive process and interactional psychology perspectives, this study investigated the three-way interactions between seekers’ expertise, task complexity, and perceptions of PVC features (i.e. knowledge quality and system quality) on knowledge-seeking strategies and resultant outcomes.

A field experiment was conducted with 119 seekers in a PVC using a 2 × 2 factorial design of seekers’ expertise (i.e. expert versus novice) and task complexity (i.e. low versus high).

The study reveals three significant insights: (1) For a high-complexity task, experts adopt an ask-directed searching strategy compared to novices, whereas novices adopt a browsing strategy; (2) For a high-complexity task, experts who perceive a high system quality are more likely than novices to adopt an ask-directed searching strategy; and (3) Task completion time and task quality are associated with the adoption of ask-directed searching strategies, whereas knowledge seekers’ satisfaction is more associated with the adoption of browsing strategy.

We draw on the perspectives of cognitive process and interactional psychology to explore potential two- and three-way interactions of seekers’ expertise, task complexity, and PVC features on the adoption of knowledge-seeking strategies in a PVC context. Our findings provide deep insights into seekers’ behavior in a PVC, given the popularity of the search for knowledge in PVCs.

Companies are increasingly implementing business process management systems (BPMSs) to support their processes. However, there is a gap in the literature regarding whether users also use BPMSs to manage the knowledge needed for processes to be completed. This study aims to analyze the factors that cause users to use BPMSs to manage the knowledge required in business processes.

The paper proposes an original model that integrates two successful information system models applied to BPMSs and knowledge management systems. To test the hypotheses derived from this new model, data were collected from 242 mature BPMS users from 12 Spanish and Latin American companies. Structural equation modeling with AMOS was used to examine the model.

Users’ perceived usefulness of a BPMS when using it for knowledge management (KM) is the only factor influencing them to use it for KM.

This study has practical implications for managers wishing to successfully implement a BPMS to support processes and for employees to use the knowledge embedded in the tool. The latter will only happen if users perceive the tool’s usefulness for KM.

To the best of the authors’ knowledge, this model is the first empirically validated model to successfully analyze BPMS users’ tendency to use BPMSs as a tool to support necessary KM in processes.

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.

This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.

According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.

The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.

Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

The purpose of this paper is to bridge the gap by addressing the substructures of perceived knowledge quality (PKQ) drawn upon the theory of sensemaking. It also examines interactions of the substructures which, in turn, have differing impacts on innovativeness. Additionally, this study illustrates which PKQ substructure is most affected by knowledge sharing. PKQ has become imperative, not an option, for innovativeness in the environment characterized by knowledge overload. However, there is little research on PKQ due to its abundant, variable nature.

The survey methodology was used to collect data. A total of 368 individuals in the USA participated in the study. The partial least squares analysis for structural equation modeling was used to test the research model.

Perceived intrinsic knowledge quality is most affected by knowledge sharing, while knowledge sharing is a critical determinant of three PKQ substructures (i.e. perceived intrinsic, contextual and actionable knowledge quality). Perceived intrinsic knowledge quality, however, is inadequate by itself and should be transformed into perceived contextual, actionable knowledge quality to produce innovativeness.

This study addresses the shortfall of understanding the dynamics of PKQ’s substructures and unfolds theoretical links to knowledge sharing and innovativeness.

This study offers valuable insights to managers who face ongoing challenges in sharing knowledge and improving knowledge quality, thereby leading their quality of knowledge into innovativeness.

Despite growing recognition, few empirical studies on PKQ are present in the literature. This study contributes to understanding a holistic view of PKQ and its substructures with unique relationships by knowledge sharing and innovativeness.

The purpose of this study is to address the nature of knowledge quality, describe its dimensions, and create valid and reliable instruments to measure it. Knowledge quality is proposed as a second‐order factor model which includes three dimensions: intrinsic knowledge quality, contextual knowledge quality, and actionable knowledge quality. This study also aims to examine important antecedents to and an outcome of knowledge quality.

Data collected from 208 project teams were used to test measures of knowledge quality and to examine a proposed research framework by using LISREL for structural equation modeling.

Results support the claim that knowledge quality has three dimensions. The results also show that functional diversity, absorptive capacity, and knowledge networks are critical antecedents that positively impact knowledge quality, which in turn has an influence on innovation.

The research framework enables academicians and practitioners to have important insights regarding the determinants of knowledge quality and its positive impact on innovation.

The valid and reliable instruments of knowledge quality provide a tool to analyze the strengths and weaknesses of intrinsic, contextual, and actionable knowledge quality. This study illustrates how firms can improve knowledge quality by integrating interdisciplinary knowledge.

This study identifies dimensions of knowledge quality and its antecedents and consequences.

The purpose of this study is to investigate the influence of technological antecedents on the usage of decision makers for the implemented knowledge management system (KMS) amongst Jordanian banks. This study extends the investigation by assessing the influence of knowledge or information quality on KMS usage. This study aims to assess whether knowledge or information quality is significantly correlated to system compatibility, relative advantage and complexity (technological antecedents).

The study model was developed by using Rogers’ diffusion of innovation (DOI) theory, on which seven hypotheses were developed. To examine these research hypotheses, a self-administered questionnaire was carried out with 341 decision makers who are using the KMS to perform their job-related activities. Structural equation modelling analysis of moment structures software was used for data analysis.

The findings revealed that decision makers usage of the implemented KMS’s is affected significantly by relative advantages, system complexity and knowledge quality, but not system compatibility. Moreover, the findings showed that knowledge quality is significantly correlated with DOI technological antecedents.

Bank managements are now in a better position to understand what kind of resources and supports are needed to achieve the maximum pay-off from KMS usage within their banks. This study has proved that it is not sufficient for Jordanian banks to focus solely on the system quality; they must also take the quality of knowledge or information (system output) as a critical factor that can affect their investments in KMS’s.

This study is one of the limited conducted studies to investigate the importance of KMS usage and related antecedents in the Arab world; particularly, in the context of the Jordanian banking sector. The findings of this study have contributed to the Jordanian financial sector for its vital evaluation of the KMS actual usage behaviour. Findings can be used by the Jordanian ministry of finance to improve the understanding of the factors influencing KMS usage in the financial sector. This study has contributed to reducing the gap of DOI literature amongst developed and developing countries, particularly in the Jordanian context.

The purpose of this paper is to identify the unique d

mensions associated with knowledge quality (KQ) based on students’ perception in an educational institution.

Purposive sampling was used to select students who were active users of the electronic-Learning (eLearning) system at two faculties in a single university. The qualitative data gathering employed an unstructured open-ended questionnaire distributed to the 52 selected participants.

The qualitative findings unearth the students’ perspective about quality of knowledge gained from content used in online courses. In total, 34 underlying sub-dimensions of KQ emerged, which were categorized into five KQ dimensions: intrinsic KQ, contextual KQ, representational KQ, accessible KQ, and actionable KQ.

The findings provide an insight to educators to consider KQ dimensions in providing quality knowledge to students in an eLearning environment.

Previous studies have used information quality dimensions to measure KQ because of a lack of conceptualization of KQ that leads to difficulties in operationalizing this construct. In this study, a conceptual and operational definition of KQ, in the context of eLearning, is proposed based on grounded data from students participating in an online learning environment.

The paper aims to combine TMS with knowledge management outcomes to investigate their impact on team performance based on an integrative research framework. Two types of social ties (instrumental ties and expressive ties) are also investigated as moderators to explore their impact on the relationship between TMS and knowledge quality.

The authors conduct a survey to test their research hypotheses. Their final data set consisted of 249 individuals from 61 teams in 34 companies.

Results indicate that TMSs have a positive impact on team performance mediated by knowledge management outcomes. The authors further found that instrumental ties could strengthen the relationship between specialization and knowledge quality, while weakening the influence of coordination on knowledge quality. In contrast, the results showed that expressive ties weaken the relationship between specialization and knowledge quality, while strengthening the influence of coordination on knowledge quality.

This study involved a cross‐sectional design instead of investigating team work from a long‐term perspective. Future research could conduct a longitudinal project to investigate how TMSs form and how TMSs at different levels of maturity may affect team performance through perceived knowledge satisfaction. Further, the authors only examined a few of the factors as intermediate outcomes of KM from the knowledge perspective rather than the capability of the team.

When initiating KM projects, managers should focus on employees’ perceived knowledge satisfaction since the essence of KM is to focus on people, specifically the way people think, work and interact. Simply assigning employees with different types of expertise into a single team is unlikely to produce the desired results unless they can develop mutual credibility and coordinate their tasks effectively. To achieve such outcomes, they will need to feel comfortable in their work context – and comfortable to exchange knowledge with their team members.

The authors’ research makes significant contributions to research and practice. This study advances theoretical development in the areas of TMS and KM by illustrating their combined impact on team performance. It contributes to a better understanding of how TMS can enhance team performance through KM mechanisms. Moreover, while the relationship between TMS and team performance has been confirmed in previous research, the underlying mechanisms have seldom been explored. This study fills the gap by considering KM outcomes, comprising knowledge quality and perceived knowledge satisfaction. Although both have been shown in previous research to be related to performance, the authors investigated them specifically as mediators between TMS and team performance through a KM perspective. The present research proposes and confirms the positive influence of perceived knowledge satisfaction on team performance. The study also highlights the need to examine TMS’ dimensions separately, not as a single construct.

According to many authors, differences in firm performances are increasingly attributed to tacit knowledge that cannot easily be transmitted or imitated. On the other hand, current quality management models knowledge typically relates only to people. Situations, in which knowledge that is related to people is not available, sufficient, reliable or lucrative for application, are not considered. This paper aims to investigate how to overcome this gap.

Based on the adopted classification, types of knowledge typically present in an organisation are identified, and are discussed. Techniques for acquiring and formalising tacit knowledge are explored, and related criteria are defined. Particular attention is shown to knowledge management and artificial intelligence techniques.

A new approach to quality management called deep quality concept (DQC) is conceptualised, and mechanisms and concepts needed to acquire and integrate formalised knowledge into quality systems are identified. Other concepts that need to be incorporated are also identified. Finally, a new quality management model based on the DQC is developed.

In further research the main points of the presented theoretical framework need to be validated through real examples from practice, and the resulting quality standard, i.e. award criteria, as well as the related handbooks completed and formalised.

Knowledge‐related and other relevant concepts need to be incorporated into contemporary quality management systems, as systematically and carefully as conventional quality management concepts. Knowledge of methods and tools suitable for that also needs to be assimilated.

In the paper a novel knowledge‐focused approach to quality management is presented. For this reason the paper is of great value for quality management theory and practice.