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A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.

This study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.

The results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.

Strengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.

Companies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

Purpose – The purpose of this paper is to provide a measurement system of knowledge‐based assets for graduate students, researchers and practitioners which can help them enhance their understanding of valuation issues. Design/methodology/approach – Three types of validity are reported to be relevant for the purposes of understanding knowledge‐based assets information systems: criterion validity – establishment of a statistical relationship with a knowledge‐based information system and productivity; content validity – representation of a specified universe of contents in the knowledge‐based information system; construct validity – measurement of knowledge. Findings – A framework is provided that helps explain why measurement is important in deciding characteristics such as information value, cost, reliability, validity, and bias (random and non‐random error) which is germane to the development of an efficient and effective knowledge‐based assets information system. Practical implications – The paper is a very useful source of information for graduate students, researchers and practitioners involved with testing, designing, valuing and/or implementing a knowledge‐based information system. Originality/value – A measurement model is presented that may spark future models that can be implemented, tested and translated into actions in various organizational settings.

The purpose of this paper is to develop a novel hybrid multi-criteria decision-making (MCDM) model to help organizations select their knowledge-based strategy effectively. Knowledge management (KM) initiatives are often started with the selection of a strategy, which is a critical decision for a successful KM implementation.

KM initiatives are often started with the selection of a strategy, which is a critical decision for a successful KM implementation. Thus, the aim of this paper is to develop a novel hybrid MCDM model to help organizations select their knowledge-based strategy effectively.

Results illustrate that the proposed model is efficient to consider the complex interactions among criteria and provides a consistent decision with less pair-wise comparisons. Furthermore, a case study indicates that a “codification versus tacitness” strategy is preferred over other strategies considering nine main domain criteria.

The contribution of this paper is threefold: it addresses the gaps in KM literature on the effective and efficient assessment of KM strategy selection; it provides a comprehensive and systematic framework that combines analytic network process (ANP) and consistent fuzzy preference relations (CFPR) to assess KM implementation strategy; and it illustrates a real-world study to exhibit the applicability of the proposed approach and the efficacy of the framework.

The main purpose of this paper is developing a framework for human resource strategy (HRS) planning based on knowledge maps in organizations.

Considering literature review of HRS planning in one hand and knowledge mapping in another hand to develop a framework, and then deploying this framework in a company as case study.

A knowledge map-driven framework for HRS formulation, which attempts to improve the process of HRS, is the main finding of this research. The results of the implementation of this model in a knowledge-based IT company may show its potential capability for deploying the model in similar corporations for better formulation of HRS.

Linking of HRS with knowledge maps is quite new. This paper opens up new outlines in human resource management from a knowledge-based point of view. It may have value for experts who work and research in both areas especially in the field of human resources in knowledge-based organizations.

The purpose of this paper is to explore and explain the links between knowledge management (KM) and leadership in knowledge‐intensive firms.

This study employs an instrumental case‐based study on four knowledge‐based firms to explore KM and leadership approaches, and the links between them. Data were primarily collected through qualitative interviews with firm managers and direct observations, as well as quantitative data by questionnaire from the firm employees.

The study identified two combinations of KM and leadership systems. These combinations are personalization‐distribution and codification‐centralization; which are explained within the theoretical framework of this paper. Other theoretically possible combinations were discussed and argued to be non‐viable or non‐economical.

As with most qualitative case‐based research papers, this research was focused on study of a small number of cases; a limitation that does not allow the authors to claim a statistical generalization but nevertheless allows analytical generalization to be made. Limitations of this paper include the fact that all cases were located in one country and all were more or less involved with the field of information technology.

Practical implications of this paper for managers and company strategists involve alignment of their KM strategy with a relevant leadership system.

There has been little research aimed at finding links between KM and leadership in firms, and how this link may lead to increased knowledge exploitation capability for the firm. The present study addresses this issue and presents an evidenced and theoretically supported explanation for this link.

This study aims to examine the effect of knowledge management on firm innovative performance and the moderating effect of transformational leadership in the relationship between knowledge management and firm innovative performance.

In total, 200 managers of participating Malaysian public listed service companies responded to a self-report set of the survey questionnaire. Partial least squares-structural equation modelling technique is used to estimate the main effects of knowledge management, particularly its infrastructures and processes, on firm innovative performance and the moderating effects of transformational leadership on the relationship.

Knowledge management infrastructures and knowledge management processes both have statistically significant and positive effects on firm innovative performance. In addition, transformational leadership significantly and negatively moderates the relationships.

The findings of this study can be a reference for the Malaysian public listed service companies to understand how and why managing well knowledge management infrastructures and processes can improve firm innovative performance. Moreover, this study highlights the role of transformational leaders in the context of knowledge management.

This study brings about managerial viewpoints of the relationship between knowledge management and firm innovative performance, with the moderating role of transformational leadership.

This paper aims to analyze the role of a knowledge-based network (k-network) in the intellectual capital (IC) and organizational performance of Brazilian small and medium-sized enterprises (SMEs).

This paper presents a descriptive, qualitative and applied case study, developed taking into account the theories of strategy, IC, networks and finance to analyze the relationship between k-network and the generation of IC and organizational performance in a multifocal perspective (observed in terms of financial and marketing results, efficiency and efficacy and innovation and competitiveness) in Brazilian SMEs.

The findings showed that k-network plays a crucial role in the generation of the IC and improvements in organizational performance in SMEs. In addition, the results revealed the strategic relevance of the relationship between people and enterprises to master the process of creation and sharing information and knowledge in the analyzed network. Taken as a whole, the conclusions demonstrated the establishment of IC (in its three dimensions) as a consequence of the strategic association of SMEs in k-network, as well as the mediation role of IC as a way to promote improvements in organizational performance, considering the observed amelioration in financial results, marketing growth, efficiency, efficacy, innovation and competitiveness.

This research provides theoretical contributions by broadening knowledge of the practical relationship between k-network, IC and the multifocal perspective of SMEs organizational performance – a relevant and underexplored issue in the literature, offering several avenues for future research.

The results highlight the economic, political and social relevance of SMEs and the strategic use of k-network to overcome SMEs organizational, financial and managerial difficulties. In such context, analysts, managers, businesspeople and other decision-makers are expected to use this type of network to improve the IC, in its human, relational and structural dimensions, mastering companies’ knowledge and sustainable organizational performance.

The paper fills a significant research gap, revealing how k-networks can and should be used as a deliberate strategy by SMEs to create, acquire, use, absorb and share information and knowledge, as well as to generate IC, thus providing organizational, financial, innovative and competitive benefits to these enterprises and their network.

This paper aims to contribute to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of knowledge management (KM) practices. Knowledge is a firm’s most valuable resource, and KM, or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages.

A theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts.

The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts.

Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries and to display a certain cultural sensitivity when approaching KM.

The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices.

The purpose of this paper is to identify the key leadership characteristics (in the form of social power) needed in a knowledge‐based firm that can influence knowledge workers (KWs) to participate actively in creating, sharing, and using knowledge.

Data measuring top leaders social power and knowledge management (KM) practices is gathered from 402 KWs representing 180 Multimedia Super Corridor status firms in Malaysia.

The analysis indicates that expert power has a positive influence on the extent of knowledge acquisition and dissemination practices. Legitimate power is found to impede knowledge acquisition practices. Furthermore, reliance on referent power no longer works in a knowledge‐based context. Finally, the paper found the impact of coercive, legitimate, and reward power to be contingent on the organizational size.

Besides leaders potential to influence, there may be other factors that could influence the extent of KM practices in organization. Further, this paper explores the power of top management, which could not be generalized to leaders from middle or lower level management. Future research should address these limitations.

The paper implies that knowledge leaders need to enhance certain bases of power that have the potential to improve the extent of KM practices in organizations.

This paper provides useful insights about the significance of leaders' power bases with emphasis on new approaches needed in knowledge‐based organizations.

The process of differentiating KM both as a business practice and a discipline is in a reflexive situation: it is happening amidst a major transformation of established criteria for the social recognition of a knowledge field. Awareness of this fact by stakeholders in the systematic and sustainable evolution of KM may lead to a conscious management of its current and future identity. An attempt to develop a systemic perspective of the field of Knowledge‐based Value Systems at the Center for Knowledge Systems (CKS), an R&D unit at Instituto Tecnologico de Monterrey, Mexico, is introduced.