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This study explores how strategic human resource practices enhance the competitive capability of differentiation and cost-effectiveness by leveraging knowledge resources in Indian IT/software organizations. It examines the mediating effect of knowledge management (KM) processes in the relationship between strategic HR practices, competitive differentiation and cost-effectiveness capabilities.

An online questionnaire survey collected data from 380 knowledge workers in 25 IT/software and consultancy firms. The authors checked data reliability and validity by conducting exploratory factor analysis in SPSS and confirmatory factor analysis in AMOS. The authors evaluated hypotheses using path analysis in structural equational modeling in AMOS.

Strategic HR practices significantly and positively affect KM processes and competitive capabilities-differentiation and cost-efficiency. Both strategic HR practices and KM processes have a closer association with differentiation than cost-effectiveness. Knowledge management processes significantly and positively mediate between strategic HR practices and competitive capabilities. The mediation is more substantial in predicting differentiation than cost-effectiveness.

It is a cross-sectional study with a constrained capacity to predict accurate causal inferences; The authors call for future studies with longitudinal design and objective measures. Further studies are required to explore the impact of various strategic HR configurations on KMP to understand how different routes stimulate a particular competitive strategy. This conceptual framework can be validated across different industry types and sizes.

This study provides practical insights to HR and knowledge managers regarding devising HR and KM processes to accomplish the goals of differentiation and cost-effective, competitive strategies. This study highlights that leveraging human capital for effective KM is crucial for gaining a competitive advantage.

The paper adds to the strategic HR and KM literature by exploring the mediating role of KM processes in enabling strategic HR processes to enhance differentiation and cost-effective, competitive strategies. It provides original empirical evidence from knowledge-intensive IT/software consultancies, particularly in India's emerging economy. It indicates the current state of HR practices adopted for optimum utilization of knowledge resources and the importance of differentiation strategy for Indian knowledge-intensive IT/software firms.

This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment of sustainable competitive advantage. The study considers the constituents of strategic orientation, namely, customer orientation, competitor orientation and technology orientation, as the basis for achieving sustainable competitive advantage. The study suggests that the firm’s capacity for integrating external and internal knowledge shapes how strategic orientation influences sustainable competitive advantage through service innovation.

This empirical research relies on qualitative and quantitative data gathered from telecom professionals to assess how knowledge integration and service innovation influence sustained competitive advantage. Structured equation modeling is used to examine the model and its interrelationships.

The research establishes significant relationships between strategic orientations, knowledge integration capability, service innovation and sustainable competitive advantage. Knowledge integration capability and service innovation are found to mediate the relationship between strategic orientations and the achievement of sustainable competitive advantage.

The study highlights the significant contribution of a firm’s knowledge integration capability in driving service innovation, especially in technology-intensive service industries facing hypercompetition. It also advocates prioritizing technology orientation and integrating knowledge from internal and external sources for competitive advantage.

To the best of the authors’ knowledge, this study is the first to model the effect of knowledge integration capability and service innovation on strategic orientation-led sustainable competitive advantage.

The study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.

Using a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.

The results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.

This study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.

The paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.

Study on knowledge-based systems for scientific publications is growing very broadly. However, most of these studies do not explicitly discuss the knowledge management (KM) component as knowledge management system (KMS) implementation. This background causes academic institutions to face challenges in developing KMS to support scholarly publication cycle (SPC). Therefore, this study aims to develop a new KMS conceptual model, Identify critical components and provide research gap opportunities for future KM studies on SPC.

This study used a systematic literature review (SLR) method with the procedure from Kitchenham et al. Then, the SLR results are compiled into a conceptual model design based on a framework on KM foundations and KM solutions. Finally, the model design was validated through interviews with related field experts.

The KMS for SPC focuses on the discovery, sharing and application of knowledge. The majority of KMS use recommendation systems technology with content-based filtering and collaborative filtering personalization approaches. The characteristics data used in KMS for SPC are structured and unstructured. Metadata and article abstracts are considered sufficiently representative of the entire article content to be used as a search tool and can provide recommendations. The KMS model for SPC has layers of KM infrastructure, processes, systems, strategies, outputs and outcomes.

This study has limitations in discussing tacit knowledge. In contrast, tacit knowledge for SPC is essential for scientific publication performance. The tacit knowledge includes experience in searching, writing, submitting, publishing and disseminating scientific publications. Tacit knowledge plays a vital role in the development of knowledge sharing system (KSS) and KCS. Therefore, KSS and KCS for SPC are still very challenging to be researched in the future. KMS opportunities that might be developed further are lessons learned databases and interactive forums that capture tacit knowledge about SPC. Future work potential could identify other types of KMS in academia and focus more on SPC.

This study proposes a novel comprehensive KMS model to support scientific publication performance. This model has a critical path as a KMS implementation solution for SPC. This model proposes and recommends appropriate components for SPC requirements (KM processes, technology, methods/techniques and data). This study also proposes novel research gaps as KMS research opportunities for SPC in the future.

This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes and leadership’s knowledge of employees’ preferences, and presents a model that depicts the linkages.

To investigate why the provision of some rewards fails to induce knowledge sharing behavior among employees, this study uses the preferred reporting items for systematic reviews and meta-analyses framework to identify and analyze 56 articles published from 2000 to 2021.

Knowledge sharing is positively linked to organizational performance. Further, employees’ negative attitudes toward a reward system negatively relate to knowledge sharing behavior. Furthermore, management’s lack of knowledge of employees’ preferences regarding rewards leads to the provision of incorrect rewards that do not enhance knowledge sharing behavior. Finally, a conceptual model depicting the linkages among the variables under consideration has been presented.

Through the present study, employees’ attitudes toward rewards and leadership’s knowledge of employees’ preferences have been presented as critical factors that can lead to the failure of some rewards to induce knowledge sharing behavior. Further, the conceptual framework that can guide managers and leaders in strategizing on how best to develop and implement correct reward systems has been presented.

The present study is a significant contribution to the literature by focusing on the negative side of rewards toward knowledge sharing behavior with a focus on employees’ attitudes and leadership’s awareness of employees’ preferences regarding rewards.

This paper aims to explore the importance of knowledge-oriented leadership in the context of business model innovation (BMI) and open innovation. This study also seeks to explore the existence of a mediating effect of absorptive capacity.

Data were collected using a survey, from the information technology industry in India. The relationships proposed in the conceptual framework were tested with structural equation modeling (SEM) using Smart partial least squares (PLS) 3.

The findings highlight a positive influence of knowledge-oriented leadership on BMI and open innovation. Results also revealed that open innovation can facilitate BMI. Additionally, findings highlighted the mediating role of absorptive capacity in these relationships.

This study suggests that businesses should employ and value leaders who can create, transform, store and use knowledge resources. Companies that employ such leaders encourage the creation and exchange of new knowledge, which consequently would lead to the successful exploration of innovative approaches. A culture of open innovation would help managers break down barriers, overcome inertia and continuously test new business models to generate revenues, increase value, enhance organizational effectiveness and ultimately gain competitive advantage.

This study is one of the first to empirically contribute to the role of knowledge-oriented leadership and BMI from the perspective of open innovation.

The potential role of higher education institutes is indispensable for realizing the dream of a sustainable future. The purpose of this study is to examine the impact of knowledge-oriented leadership on the sustainable service quality of higher education institutes. Furthermore, it also investigates the mediating role of organizational innovation and psychological empowerment.

Data of this study is collected from 306 faculty members of the public and private universities of Pakistan. Structural equation modeling technique was used for data analysis and testing of hypotheses.

The results demonstrate the positive impact of knowledge-oriented leadership on sustainable service quality. Organizational innovation and psychological empowerment partially mediate the relationship of knowledge-oriented leadership and sustainable service quality.

The policymakers including the higher education commission of Pakistan and university administration are highly recommended to promote a knowledge-oriented leadership style in the higher education institutes to improve innovation and psychological empowerment at the workplace which leads to foster sustainable service quality.

The concept of sustainable service quality in higher education institutes is in the infancy stages in developing countries. There is a dearth of studies that explore the relationship between knowledge management enabler and sustainable service quality. This study attempts to explore the unexplored relationship and extends the literature of higher education institutes and sustainable service quality.

This paper aims to explore the diffusion of Intellectual Property (IP) knowledge in universities in Zimbabwe. Specifically, the study examines the tools, policies, programmes and unique strategies used by the universities.

The paper reports the findings of a survey that was conducted on a population of lecturers (1,546), research officers (RO) (11), IP officer (1), faculty librarians (FLs) (27) and final year undergraduate students (9,224) at universities in Zimbabwe. Questionnaires were administered to the lecturers and students while interviews were administered to the IP officer, ROs and FLs. Data analysis comprised the use of Google forms and Microsoft Excel software.

The findings reveal diffusing IP knowledge in Zimbabwean universities involves mainly the use of policies and regulations, library web pages, workshops, although not specifically on IP, presentations on IP in the university, advice and guidance services and IP lectures/teaching.

This study presents the IP situation in Zimbabwe and its findings may be applied to Africa and other developing countries.

This study endorses IP as a national issue and suggests a benchmark for diffusing knowledge on IP in Zimbabwean universities.

This study acknowledges the multi-disciplinary nature of IP and should lead to all university students graduating with adequate knowledge on IP.

Effective management of risk and knowledge is critical to ensure the success of industry–university collaboration (IUC) projects. However, the intricate dynamics through which these factors influence the performance of IUC projects have yet to be fully investigated. The purpose of this study is to explore the interplay between risk management and knowledge management capabilities and their impact on IUC project performance.

A model was constructed and evaluated through the examination of a sample of 188 collaborative innovation projects located in the United Arab Emirates (UAE), utilizing structural equation models (SEM) and hierarchical regression analysis.

The findings indicate that social system risk, technical system risk and project management risk have a negative impact on the performance of university–industry collaboration (UIC) projects, while cultural, technical and structural knowledge management capabilities can mitigate the negative impact of these risks on the performance of IUC projects.

The study concludes with three recommendations aimed at improving the management of UIC projects, including the establishment of a distinct and precise management strategy, the deployment of a comprehensive and systematized management methodology and the adoption of a balanced management framework.

The originality and value of this study lie in its exploration of the interplay between risk management and knowledge management capabilities in IUC projects. While previous studies have examined either risk management or knowledge management in IUC projects separately, this study provides a comprehensive analysis of both factors and their combined impact on project performance. The study also contributes to the literature by highlighting the specific risks and knowledge management capabilities that are most relevant to the context of IUC projects in the UAE. The practical recommendations offered by the study can help project managers and stakeholders to improve the success of collaborative innovation projects.

This research delves into the realm of Business Model Innovation (BMI), integrating it with the human-centric, sustainable, and resilient principles of Industry 5.0, proposing a new theoretical framework.

An abductive approach has been chosen to expand existing knowledge developing new ideas based on emerging phenomena. Data were gathered via semi-structured interviews with directors, managers and curators of public institutions in Italy, Switzerland, Germany and Spain encompassing Galleries, Libraries, Archives, and Museums (GLAM). These data were subsequently subjected to thematic analysis.

The findings indicate that the main enablers for Business Model Innovation (BMI) in combination with Industry 5.0 encompassed stakeholder, customer and organizational engagement, collaborative environment, knowledge and innovation management, and sustainability. These drivers were effectively leveraged through three pivotal facilitators-inhibitors: technology, resources, and leadership.

The principal constraints are rooted in the narrow contextual focus and the limited participants number. However, upcoming research efforts may broaden the horizons of this multifaceted and extensive investigation.

This study is groundbreaking as it fills a significant gap in the existing literature by integrating Business Model Innovation (BMI) with the Industry 5.0 paradigm, a novel approach that has not been explored previously. Additionally, the inclusion of GLAM institutions in this research adds a unique dimension, as they have been largely overlooked in both research domains.