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The purpose of this paper is to investigate the correlation between ethical leadership (EL), collaborative culture (CC), knowledge-centered culture and employees’ behaviors toward knowledge sharing (KS) in Chinese firms.

The paper used structural equation modeling to examine the level of how EL, CC and knowledge-centered culture impact on tacit and explicit KS of employees via the data collected from 319 participants in 51 Chinese firms.

The research findings show collaborative and knowledge-centered culture mediates the relationship between EL and employees’ KS behaviors. It highlights the necessity of practicing EL style to develop a positive climate aimed at positively improving tacit and explicit KS of employees.

Future studies should focus on investigating the relationship between EL, CC and knowledge management process or the other variables to explore and maximize their potential and benefits toward key organizational outcomes.

This paper offers leaders a deeper understanding of the effective pathways to build positive climates for fostering employees’ tacit and explicit KS.

This paper is unique in the attempts to increase the understanding of moral lens by which EL might successfully arouse a positive organizational culture and foster KS behaviors in their firms.

This paper aims to examine the underlying mechanism through which knowledge-oriented leadership (KOL) encourages knowledge sharing (KS) among the employees. It investigates KOL as an antecedent of KS. Furthermore, it also examines the mediation of employee goal orientation in the relationship of KOL and KS. Moderating role of emotional intelligence is also examined.

Multilayer data were collected from 223 employees of pharmaceutical industry in Pakistan. Structural equation modelling (SEM) is applied to analyse the model and hypothesis.

The result supports the direct positive effect of KOL on KS. Indirect effect of KOL on KS through the mediation of employee learning goal orientation is also supported by the result.

Organizations or managers should engage their learning-oriented employees newly hired employee and front line manager in KS process. Leader should give different task to such an employee who did not perform earlier because in doing so, such employee will explore or exploit their own tacit knowledge and that of their colleagues.

This study contributes to the existing body of knowledge by establishing unexplored indirect effect of KOL on KS through the mediation of employee goal orientation. By discussing goal orientation as an outcome of KOL, this study extends the literature of the outcomes of KOL, which are currently limited to KM, work attitudes and innovative performance.

The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention.

This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses.

Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes.

The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.

The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

The purpose of this research is to explore how current implementation of KM practices, KM processes and KM-centred strategies among Malaysian R&D firms contribute to improving their knowledge quality. In addition, the KM practices investigated are supported by ways of how the R&D firms are motivated to share knowledge and what are the constraints inhibiting such sharing.

A total of 320 questionnaires were disseminated to Malaysian R&D firms and the response rate was 47 per cent. Descriptive analysis such as percentage, mean values and indexes were used to analyse the data.

Overall, the findings reflect the nature of R&D firms as knowledge-intensive organisations. KM practices show that there is a very high tendency of implementation of knowledge exploration and knowledge exploitation activities. In all, 90 per cent of more firms have implemented the three KM processes with constructing new knowledge appears to be the most implemented process. Knowledge-centred culture scores the highest overall mean, followed by leadership and HR practices.

This study provides an identification of KM practices that serves as a starting point for R&D managers to determine the gaps and appropriate actions to collectively achieve the desired R&D results and national innovation.

This study serves as a careful examination in exploring the extent to which KM practices, KM processes and KM-centred strategies are implemented in improving the knowledge quality in the Malaysian R&D firms. It helps R&D firms to frame their KM activities to drive the capability of creating and retaining a greater value onto their core business competencies.

The purpose of this paper is to identify the values that make up a knowledge‐friendly culture in the consulting industry, in which the implementation of in‐house knowledge management (KM) projects has positive performance outcomes.

An exploratory analysis and a structural equation model were used on a sample of 100 knowledge workers (managers and internal KM project managers) in the consulting sector.

The results of this study indicate that the values identified (trust, transparency, flexibility, collaboration, commitment, honesty and professionalism) bear a close positive relation to the success of the KM project implementation (innovation, employee satisfaction, capabilities, quality and productivity). These values are divided into three groups.

This research focuses on the consulting industry in Catalonia, Spain; further research will be required in order to apply the findings to other countries in the world.

The study provides a better understanding of the cultural success factor in knowledge management initiatives. It offers a significant and practical advance in terms of systematizing KM in organizations.

Knowledge management plays a crucial role in consulting companies, so it is necessary to determine the factors that contribute to its success, and particularly the factor of knowledge culture. However, few empirical studies have analyzed these values. The paper's main contribution is therefore identification of the core values of a knowledge‐friendly culture and their impact on performance.

Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before.

The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire).

Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research.

The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.

This paper aims to review ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.

Relevant literature was identified and reviewed via EPSCO host and ISIWeb.

The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise individuals' knowledge processing behaviours, and pose difficulties to organisations in managing knowledge effectively.

Offers a number of potential research questions that may be turned into research hypotheses and assessed experimentally to refine and develop an ethical approach to KM.

Highlights the need for a renewed moral contract between individuals and organisations, built on ethical constructs of trust, fairness, and justice, which may in turn lead to effective KM practices.

Offers an original conceptual approach to understand and resolve the conflict of knowledge ownership between organizations and individuals.

The purpose of this paper is to propose a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artefacts, espoused beliefs and values and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented.

A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes and organisational performance.

Potential implications of organisational culture levels for the creation, sharing and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance.

A number of possible relationships between organisational culture factors, knowledge management processes and their link with organisational performance were used to examine such relationships.

The research model highlights the multi-level components of organisational culture. These are: the artefacts, the espoused beliefs and values and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes.

The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artefacts, espoused beliefs and values and underlying assumptions, and reveals their impact on the creation, sharing and application of knowledge which can affect the overall organisational performance.

The purpose of this bibliometric and systematic literature review is to survey and evaluate key study’s in tacit knowledge (TK). Through analysing and synthesizing based on the antecedents, decisions, outcomes-theories, context and methods (ADO-TCM) framework, this paper highlights research gaps and avenues for future research. It is important to recognize the antecedents, results and theories in the available literature as it offers enough evidence for encouraging the significance of TK.

This research paper follows a bibliometric analysis and systematic approach in identifying, analyzing and synthesizing pertinent literature in TK. A total of 59 research studies were carefully and systematically reviewed with the help of NVivo12 and excel software to code and analyse.

With the help of bibliometric analysis and framework-based systematic review, this research paper offers a retrospective view of the TCM framework in the amalgamation with ADO framework, bibliometric analysis and important themes of TK research.

This paper is different from existing reviews as the authors have to combine bibliometric analysis and framework-based systematic review approach to provide a more robust encapsulation of TK research. To the best of the knowledge, the present research is one of the first systematic reviews based on a framework relating to TK.

The purpose of this guest editorial is to highlight the importance of knowledge management and organizational learning in firm innovation, offering an integrative framework to understand this complex business phenomenon.

Based on the literature review, the guest editorial shows a general review on “A Knowledge‐Based View of Firm Innovation” articulating and integrating a total number of ten theoretical and empirical contributions about this topic.

Theoretical and empirical works are organized in three main topics. The first one refers to the importance of external knowledge, networking, and relationships as key drivers of firm technological innovation, offering an “open or relational innovation framework”. The second one shows several papers on the growing importance of KIBS (Knowledge‐Intensive Business Services) in a Knowledge Economy and Society. Finally, this general review integrates papers about organizational context, and its role on knowledge management and firm innovation.

The paper and special issue tries to offer some new relevant advances for the academic community in the growing body of knowledge management and firm innovation. Nevertheless, due to its special issue nature, the theoretical and empirical advances showed on it represent only a partial view of a “Knowledge‐Based View of Firm Innovation”.

Managers need to understand the precise nature and sources (internals and externals) of firm innovation. In this vein, this journal number shows empirical research developed in different countries and industries illustrating some interesting insights about this complex business phenomenon.

This general review shows new lines of theoretical and empirical research regarding knowledge management, organizational learning, and firm innovation in a useful integrative framework: “A Knowledge‐Based View of Firm Innovation”