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The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

The purpose of this chapter is to investigate how big data influences the diffusion of knowledge in firms and how it influences the firms’ innovation process. The chapter identifies gaps that exist in the current literature on the topic. This study is conducted by using a qualitative methodology. PRISMA methodology is used to carry out a systematic literature review. The results shown in this study indicate the positive influence that technology has on knowledge sharing and innovation and on the other hand how good management of knowledge can benefit small and medium enterprises (SMEs). The limitation of this study is related to the methodology, whereas it is considered that a quantitative methodology can be incorporated into the other research resources. The chapter’s aim is to fill a gap in the current literature and to be a new starting point for scholars and managers. Through this work, managers can better understand how to improve the innovation process through knowledge sharing in their organizations. The originality of the present study represents a first step in understanding the mechanisms of knowledge sharing within firms, how it supports the innovation process, and what role big data plays in this context.

Utilising the resource dependency theory, this study investigates the impact of board interlocks (CEOs' interlocks, women board interlocks, independent board interlocks and total board interlocks) on carbon emissions performance in India.

This research applies varieties of regression methods comprising robust least squares, generalised method of moments and Heckman's regression on a final sample of 63 of India's top 200 Bombay Stock Exchange (BSE) listed companies that voluntarily participate in the Carbon Disclosure Project's (CDP) Climate Change Program and disclose their climate change data for years 2013–2020.

We provide strong evidence for a strong negative association between CEOs' interlocks and women board interlocks on carbon emissions performance. Independent and total board interlocks are not found to significantly affect carbon emissions performance.

Our sample is restricted to the proportion of the top 200 BSE firms that voluntarily submit their carbon emissions data to CDP. Also, the study's focus is India, limiting the generalisation of our findings to other emerging economies.

The study's findings provide valuable insight for regulators and corporate board of directors on the important role of CEOs and women board who interlock with other firms in steering the carbon emissions reduction. Specifically, the corporate board of directors should encourage CEOs to build more networks through outside board memberships. The regulators should revisit the Companies Act, 2013 and the Securities Exchange Board of India (SEBI) regulation to increase the number of multiple directorships of CEOs and women board of directors.

This study responds to the dearth of literature on the efficacy of board interlocks on carbon emissions performance in emerging economies.

As other researchers have done previously, we conceptualize innovation not as a linear process but as a cyclical one (e.g., Van de Ven, Polley, Garud, & Venkataraman, 1999), which consist periods of innovation initiation, implementation, adaptation, and stabilization (West, 1990). Within this cycle it is possible to distinguish two major components: the beginning of the cycle, which is dominated by the generation of ideas that is generally also designated as creativity; whereas the dominant activity at the end of the cycle which is the implementation of ideas (hereafter referred to as the implementation of innovation). Creativity is then likely to be most evident in the early stages of the innovation process, when those in teams are required to develop or offer ideas in response to a perceived need for innovation. Creative thinking is also likely when teams proactively initiate proposals for change and consider their initial implementation. As the innovation is adapted to organizational circumstances, there is less need for creativity. At the outset of the process, creativity dominates, to be superseded later by innovation implementation processes. Of course, it can be argued that creativity is important throughout the innovation process, but in general, the requirements for creative ideas will be greater at the earlier stages of the innovation process than the later stages.

Purpose: In the contemporary knowledge economy, organisations mainly derive a competitive advantage by leveraging their intangible assets. Competent and motivated employees are the primary strategic resources to attain innovation and business continuity. Consequently, workplace learning and development (L&D) is at the forefront of the human resource management (HRM) discipline. At the same time, with the changing technology landscape, organisations are transforming their L&D function to be sustainable. Against this backdrop, the main objective of this chapter is to illustrate how artificial intelligence (AI) contributes to a specific HRM sub-function, that is, workplace L&D.

Design/Methodology/Approach: Grounded on intense scrutiny of literature, this chapter construes AI as intelligent machines that think and work like humans and have the potential for enhancing learning processes. Different themes have been presented, which suggest the capabilities of AI systems to fuel employee learning at the workplace.

Findings: Findings demonstrate that AI-enabled workplace learning is rooted in improved knowledge management (KM) capabilities, developmental feedback, personalised education, learning for a diverse pool of learners, virtual mentoring, and chatbot-based learning.

Research Limitations/Implications: This conceptual study suffers from a lack of empirical support.

Practical Implications: This chapter contributes to expanding scholarship on integrating AI and the HRM domain, particularly L&D. Further, it highlights how L&D professionals should integrate AI into employee learning journeys to evoke effective learning outcomes.

Originality/Value: This chapter provides a gestalt approach to integrating AI with employee L&D

Organizational studies fail to examine organizations in terms of the several environments in which they operate, both internally and externally. That is, studies tend to focus on climate, or time, or trust, or leadership. This chapter builds on academic research that discusses organizational environments in ways that show all of these environments are important for organizational understanding, especially for organizational leadership. In particular, this chapter offers a paradigm of understanding organizational leadership realities through multi-level understanding of the organizational environments of climate, knowledge, ethnos, and time.

The chapter first discusses five enviroscapes – climate, knowledge, ethos, time, and leadership. Each of these enviroscapes has two phenotypes – business and commerce. Each of these enviroscapes, with its concomitant phenotypes, is used differently at multiple levels of management and leadership by senior managers, middle managers, and entry-level managers. The scope of organizational reach, in terms of global, regional, and local levels of analysis, provides additional context for the use of enviroscapes. After a review of the theoretical bases for each enviroscape, the chapter applies appropriate theory and models to an extended time case study of land purchase in Indonesia.

This chapter defines a learning culture and discusses the relationship between knowledge and learning. The authors explain why learning is essential to bringing knowledge to life and incentivizing knowledge flows and use. The chapter addresses the interplay between knowledge and learning cultures. A key point in the chapter is the value of mistakes as learning opportunities. The authors explain how mistakes are viewed in the industrial economy and how this perspective impedes critical organizational learning. Specifically, we define mistakes, explain the double cognitive bias of mistakes, explain the tendency and impact of hiding mistakes, the side effects of double mistake bias, learn to learn from mistakes, and take on the challenge of reconciling mistake acceptance and avoidance. Finally, the chapter addresses the importance of cultivating a learning climate to realize your learning culture.

This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations. Organizational creativity represents a source of new task-related ideas, implemented in the form of innovation. We argue that creativity is inherently linked to the process of knowledge creation embedded in the organizational context and related to social interaction. Our study identified several affective conditions that appear to be present when the professional environment supports creativity. These findings suggest that affective climate does influence the organizational setting, fostering or inhibiting organizational creativity.