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This paper aims to develop a scale to measure knowledge management holistically at team level and to provide an empirical integration to a fractured body of literature on knowledge management.

Ten concepts commonly studied under the umbrella term “knowledge management” were reviewed. On the basis of literature review, a semi-structured interview was conducted with 24 information technology (IT) professionals. A scale was developed based on the literature review and the interviews. The scale was tested in two phases, on samples of 91 and 699 IT professionals. Team knowledge management was analysed on 512 respondents, belonging to 34 teams.

Findings suggest that the newly developed scale is a reliable and valid measure of knowledge management. Exploratory factor analysis of the 27-item scale suggests that knowledge management should be measured along four dimensions: knowledge creation, sharing, retention and actionable knowledge support.

Organizations expect their teams to make the best use of knowledge resources. This scale would help organizations diagnose knowledge management practices in teams and develop interventions according to the needs of each team. The scale and four-factor model will provide a framework and a tool to investigate relationship of knowledge management with other variables.

The attempts to integrate literature on knowledge management have largely been theoretical, and there has been little empirical work to provide an integrative framework for knowledge management concepts. This paper presents an empirical basis for the integration of knowledge management concepts. The paper also presents development of a scale which measures knowledge management practices in teams.

Although scaling is considered a “hot topic”, very little is known about how knowledge management (KM) assists in scaling social impact. To fill this gap, the authors draw on knowledge-based and social capital theories and investigate how various KM practices and external networks (e.g. bridging social capital) affect scaling social impact in developing countries.

Applying structural equation modeling (SEM) with AMOS version 23, the authors conducted a survey with 354 women leaders who are working in women-led social enterprises in Dhaka, Bangladesh.

The authors found that knowledge codification, training and mentoring, and bridging social capital are positively and significantly associated with scaling social impact.

This is one of the pioneering study that explore how KM impacts scaling social impact for women-led social enterprises in the context of a developing country. The authors also extend knowledge-based theory by applying it at the individual level. Finally, the authors enhance the understanding of women entrepreneurship by showing that women entrepreneurs in developing countries are also utilizing bridging social capital to overcome challenges associated with scaling social impact.

Since few studies have explored and advanced on the development of measures of knowledge waste, the purpose of this paper is to develop and validate a scale for measuring the waste of knowledge.

A research was carried out in Higher Education Institutions (HEIs) divided into five distinct stages, three qualitative and two quantitative. For the quantitative steps, a sample of 223 responses was obtained for the exploratory part and another sample of 614 responses for the confirmatory part of the study. Data analysis procedures involved Exploratory and Confirmatory Factor Analysis to test and validate the proposed scale.

A fifteen-item scale divided into four constructs was obtained after refinement of the proposed scale and validation procedures (convergent and discriminant validity). The scale also has satisfactory levels of reliability.

The resulting scale was validated in a single institutional culture environment (HEIs in Southern Brazil). So it still should be tested in different organizational contexts and cross-culturally in different countries. The scale may be useful for decision-making improvement about knowledge management and waste reduction.

A scale with a practical and quick application is provided. Additionally, a classification of the waste of knowledge level was developed and it could be easily applied in different sectors or organizations.

The literature on waste of knowledge is limited and often confused with knowledge loss. This study provides a clear distinction between these topics, and it advances on the explanation and definition of knowledge waste. Also, it is the first study to offer a scale to measure the elements of knowledge waste.

The aim of this study is to develop a psychometrically sound self-report scale of organizational memory. The scale is planned for use in future research to test the relationship between what employees know and their attitudes to passing on their knowledge.

A total of 72 organizational memory scale items representing six hypothesised dimensions of organizational memory were developed and tested with 143 participants using exploratory factor analysis. The resulting five-factor model was tested with a further sample of 288 employees using structural equation modelling, and the test-retest reliability was examined.

Five factors of the organizational memory scale were identified. These were: socio-political knowledge, job knowledge, external network, history, and industry knowledge. The dimensions correlated with tenure variables often used as proxies for experience. Structural equation modelling confirmed the five-factor model and the scale achieved adequate test-retest reliability.

The five organizational memory factors are not an exhaustive list. While the scale enables employees to evaluate their own organizational memory, it may not necessarily be an accurate indicator of their knowledge.

The scale can be used as a knowledge audit instrument for examining attitudes to mentoring and knowledge sharing, as well as for auditing knowledge that may potentially be lost when experienced employees leave organizations.

The scale is a valid and reliable self-report measure of organizational memory. It is an innovative tool for examining employee attitudes to knowledge sharing initiatives. The scale also recognises the contribution made to organizational memory by those with industry knowledge outside the organization.

This paper aims to focus on the characteristics of a two-tier network featuring internal subject cooperation and external embedded cooperation in the context of regional innovation systems (RISs) and explore the influence of network characteristics on knowledge emergence.

Using social network analysis, a two-tier internal and external cooperation network of a RIS is constructed. A negative binomial regression method is used to explore the effects of the characteristics of these two-tier internal and external networks on knowledge emergence, the moderating effect of the cooperation knowledge base in this context is investigated and grouping and quantile regressions are used to conduct heterogeneity analysis.

The scale of the internal cooperation network has a positive effect on knowledge emergence, and the betweenness centralization of the internal cooperation network has an inverted U-shaped effect on knowledge emergence. The scale and structural holes of the external embedded network have an inverted U-shaped effect on knowledge emergence. Furthermore, the internal cooperation knowledge base weakens the influence of the external embedded network on knowledge emergence.

This research may enlighten policymakers with respect to improving the scale and structure of the RIS cooperation network and matching the embedded network based on the internal cooperation knowledge base to promote knowledge emergence.

This research contributes to the study of knowledge emergence by exploring the influence of a two-tier network structure and scale characteristics on knowledge emergence in RISs. This paper also extends the framework of relevant research by integrating the internal cooperation knowledge base into the analysis of externally embedded cooperation and knowledge emergence.

The purpose of this paper is to introduce the concept of customer knowledge-enabled innovation (CKEI) and suggests a scale for its eventual measurement. The process of the scale development is presented in detail following the Churchill (1979) paradigm. CKEI is defined as the capacity of the organization to introduce new products and services on the basis of effective management of customer knowledge. It reflects the degree to which the company is endowed with the expertise of managing properly customer knowledge in order to enhance innovation.

The CKEI raw scale is mainly composed of 57 items. In an effort to purify the scale measurement, test and validate its psychometric specificities, two surveys were administrated among two independent samples. Respondents were new product managers or marketing managers. One manager per firm was interviewed. The convenience sampling method was applied.

The CKEI scale has been intended to be uni-dimensional. It encompasses three main facets: the integrative capacity of the firm, the structural capacity and the internal management capacity. The developed scale is valid and highly reliable (composite reliability=0.90; variance extracted=0.5). After exploratory factor analysis and confirmatory factor analysis, a pool of ten items was retained for the eventual measurement of the CKEI scale.

CKEI has been tested in a Tunisian context; continued refinement of the proposed CKEI scale is, undoubtedly, possible and even desired, based on further research in other business environments. Such refinements and modifications could necessitate the inclusion of new items, or the deletion of original ones. In some cases, the hypothesized factor structure may need modifications. To keep abreast with the ever-changing business environment, the paper strongly urged to incorporate these relevant aspects in the scale into the future research, so that a valid measure of CKEI can be ensured on an ongoing basis.

The scale is offered to provide managers with a practical tool for the evaluation of their forces and weaknesses in managing customer knowledge in organizations. It is considered as a barometer allowing them to adjust and to modify continually their innovation strategies focusing on the intellectual capital management.

CKEI is a new concept that is introduced in this research as a knowledge-based capability which helps companies to sustain competitive advantage. The relevance of the CKEI is that it is considered as a dynamic capability integrating both innovation and customer knowledge management theories.

This study aims to investigate the potential positive effects of cause-related marketing (CRM) campaigns that show evidence of commitment to espoused causes. It examines whether consumers respond positively when a CRM campaign promises to deliver proof of the espoused cause.

This study adopted the grounded theory approach to conceptualize the promised impact evidence construct. A promised impact evidence scale was developed and validated using robust qualitative and quantitative methods, including item response theory estimates.

The study provides evidence for promised impact evidence as a reflective second-order latent construct. The promised impact evidence scale demonstrates strong internal consistency, reliability and validity. In addition, this study posits that promised impact evidence is an antecedent of advertising trust, purchase intention, advertising credibility and persuasive and selling intent.

This study positioned the promised impact evidence scale against the theoretical underpinnings of the persuasion knowledge model. Specifically, this scale contributes to existing knowledge because it applies the persuasion knowledge model in CRM campaigns by adopting an acceptance focus, as opposed to the rejection focus used in developing persuasion knowledge model scales.

The purpose of this paper is to evaluate the levels of food safety knowledge, attitudes and practices (KAP) of consumer.

In total, 1,161 volunteers were included in this study, which has been developed to measure the knowledge, attitudes and behaviors of adults on food safety. Study data were collected through an online survey technique.

A statistically significant difference was determined between male and female participants and also at the education level considering total food safety attitude and practice scores (p < 0,001). It was determined that university graduates had higher scores at all scales than the median scores. When an assessment was made on the body mass index of the participants, it was seen that the implementation and attitude scales were statistically different from each other, and in paired comparisons on these scales, the average scores of normal-weight individuals were observed higher in the sub-dimensions than slightly obese individuals (p < 0.007; p < 0.001).

Even though the population of the study was adults living in different cities, the results should not be generalized to all adults and the whole country. Also, the fact that the answers to the questions were not face-to-face, could create a bias. Although the reliability coefficient was found to be high, the data reported by the individuals participating in the study about their behavior formed the study results.

This study makes an important contribution to the literature. Determining the knowledge, attitude and behavior of consumers about food safety is important in ensuring food safety.

The present paper aims to propose a measurement scale of the customer knowledge enabled innovation (CKEI) capability.

Data were generated on the basis of in‐depth interviews with managers and was analysed using the “Sphinx” software.

A pool of 60 items is proposed for the eventual measurement of the CKEI capability.

The proposed measurement scale is still raw. Further research is needed in order to test its psychometric features as well as to validate its relevance into a general model of customer knowledge management and innovation.

Organizations need to measure the degree to which they are endowed with the capability of managing effectively customer knowledge in order to foster innovation. The CKEI scale is considered as a barometer allowing organizations to evaluate to what extent they are endowed with the capacity of co‐creating value with their customers. The proposed CKEI scale is believed to provide managers with the opportunity to regularly monitor their innovative capability and be close to their customers.

The CKEI capability is proposed as a new construct focusing on integrating both innovation and knowledge‐based capabilities literatures. The CKEI measurement scale is believed to extend these literatures and to add knowledge to these areas of research..

Sharing of knowledge has always been accredited as the indispensable segment of knowledge management. As knowledge management practices are growing within the organizations, it is important that correspondingly, valid and reliable knowledge sharing behavior scales are developed to avoid validation issues. Therefore, this composition describes the development and validation of multi-dimensional tacit knowledge sharing behavior scale.

Herein, two analytical techniques, namely, exploratory and confirmatory factor analysis have been used to derive the composition of the constructs.

The study proposes four-dimensional tacit knowledge sharing behavior scale for services which include voluntarily tacit knowledge donation, involuntary tacit knowledge collection, involuntarily tacit knowledge collection and voluntary tacit knowledge collection.

A more holistic approach to the tacit knowledge sharing behavior construct has been proposed, which is helpful in contributing to the literature of tacit knowledge sharing behavior of employees. Additionally, it has made an attempt to eliminate the gap as voiced by most of the literature related to tacit knowledge sharing in service industries which has focused upon western service sectors and limited research is available in the Asian context.

The ingenuity of the scale lies in the fact that it measures voluntary and involuntary aspects of tacit knowledge sharing behavior of employees which can be used by the organization to develop knowledge management plans and knowledge sharing practices based on the identified strategies.

The study is one of its kind that has considered various aspects namely, knowledge donation, knowledge collection, voluntary knowledge sharing and involuntary knowledge sharing together.