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This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually absorbed by KM.

This study is based on 16,185 articles from the Scopus and ISI Web of Science databases, using VantagePoint 10.0 software. The method used in this study is a systematic literature review covering KM and OL publications from the 1970s, when the OL field started to grow, up to 2016.

Nuclear processes of OL, creation and acquisition of knowledge, have been conceptually absorbed by KM literature in the past years.

Only two databases have been considered, Scopus and ISI Web of Science, because of their academic prestige. However, these databases include a large number of articles on KM and OL. Search terms used could exclude some relevant terms, although all major descriptive terms have been included.

This paper identifies thematic clusters in KM and OL, evolution of both fields, most cited authors and representative journals by topic.

This is the first paper to jointly analyse the evolution of KM and OL. This paper shows a conceptual absorption of OL into KM, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields.

The purpose of this paper is to conduct a literature review on knowledge transfer and international strategic alliances to propose a research framework based on the theory of dynamic capabilities. A qualitative and quantitative review has been conducted to find out the past research patterns, emerging trends, and research gaps.

The qualitative review of more than 300 articles identified by keyword search, reference, and citation search has resulted in 130 most relevant articles. Citation analysis is performed on these studies, their journals, and authors by leveraging the international platforms of SCImago Journal Ranking, Google Scholar, and ResearchGate.

The study enlists the highly cited studies, their journals, and authors with possible explanations for being highly cited. Criticisms of dynamic capabilities theory have been explained, and a research framework for the application of this theory in the context of international strategic alliances to fill the research gap has been proposed.

Currently, various bibliometric studies are growing in number. This study is not only a review study, but also proposes a research framework to fill the identified research gap.

The purpose of this study is to conduct a structured literature review of scientometric research of the knowledge management (KM) discipline for the 2012–2019 time period.

A total of 175 scientometric studies of the KM discipline were identified and analyzed.

Scientometric KM research has entered the maturity stage: its volume has been growing, reaching six publications per month in 2019. Scientometric KM research has become highly specialized, which explains many inconsistent findings, and the interests of scientometric KM researchers and their preferred inquiry methods have changed over time. There is a dangerous trend toward a monopoly of the scholarly publishing market which affects researchers’ behavior. To create a list of keywords for database searches, scientometric KM scholars should rely on the formal KM keyword classification schemes, and KM-centric peer-reviewed journals should continue welcoming manuscripts on scientometric topics.

Stakeholders should realize that the KM discipline may successfully exist as a cluster of divergent schools of thought under an overarching KM umbrella and that the notion of intradisciplinary cohesion and consistency should be abandoned. Journal of Knowledge Management is unanimously recognized as a leading KM journal, but KM researchers should not limit their focus to the body of knowledge documented in the KM-centric publication forums. The top six most productive countries are the USA, the UK, Taiwan, Canada, Australia and China. There is a need for knowledge brokers that may deliver the KM academic body of knowledge to practitioners.

This is the most comprehensive, up-to-date analysis of the KM discipline.

This paper seeks to explore the effect of leadership style of a team leader on team‐member learning in organizations, to conceptually extend an initial model of leadership and to empirically examine the new model of ambidextrous leadership in a team context.

Qualitative research utilizing the case study method is used for empirical validation.

The leadership style (transformational, transactional, or ambidextrous) adopted by the team leader has an operational effect on the development of learning as a strategic resource within the team, and the organization.

Case studies can be criticized for potential lack of rigour. However, we have used multiple cases following replication logic and triangulation to offset this. Further, cases by nature are generalizable to propositions only, not populations. Thus, a valuable springboard is provided for further quantitative investigations.

The leadership style adopted by the team leader affects team cohesion, perceptions of learning, and learning‐related performance within the team. The findings provide a rationale for greater emphasis on the role, behavior and leading style that are adopted by the leader in order to produce desired team‐level outcomes.

The paper provides much needed extension and empirical validation of the initial model of ambidextrous leadership. The results show that the leader does have an effect on the team, and also that the leader's leadership style is critical to team level learning and related performance. This is valuable knowledge for trainers, recruiters, teams and leaders.

Adjustment to the new locale is one of the primary factors that influence performance on an international assignment. The purpose of this paper is to propose a model that depicts how online social networks may contribute to international assignees’ adjustment via their influence on well-being and knowledge transfer.

The present research uses network theory and readily available technology to develop a model of how online supportive social networks and informational social networks may increase the international assignee’s well-being and knowledge transfer (with prior/next assignees and with the organization). These increases will subsequently have a positive impact on the assignee’s adjustment and ultimately his/her job performance.

Since this paper is conceptual rather than empirical, there are no findings; however, it is argued that online social networks may have a positive impact on an expatriate’s well-being, knowledge transfer, adjustment, and job performance.

This paper is a conceptual piece, so data will need to be collected to test the model developed here. Furthermore, other factors may influence international assignee adjustment, such as spouse and/or family adjustment.

Suggestions are provided regarding how organizations can utilize in-house or external online social networks to assist international assignees.

Despite the ubiquity of online social networks, there is a paucity of research examining the potential impact of online social networks on international assignees.

This paper aims to explore the necessary mechanisms for coordination in complex industrial networks which are temporary in nature, known as temporary organisations (TOs).

The paper is based on two in-depth case studies conducted in the UK construction industry.

The paper outlines the necessary mechanisms for coordination in TOs – referred to as “scaffolding practices” – which ensure consistency (stability in terms of thinking and action), consensus (agreement) and co-constitutiveness (personal pledges and commitments).

The study provides practical implications for situations where actors create temporary organisational specific logics. This “logic” helps explain how actors are able to undertake tasks of finite duration where members lack familiarity and have competing loyalties.

The paper is novel in that it represents the first extant attempt to examine “temporary industrial organizations” where individuals from different (often competing) organisations collaborate on a task for a defined period and suggests how coordination may be achieved.

The purpose of this paper is to present and describe a morphology of the research literature on knowledge transfer in organizations.

This morphology, which is a comprehensive framework characterizing the knowledge transfer literature in terms of dimensions and options, was developed by an extensive scanning of the pertinent literature.

Eight dimensions were found suitable to characterize the knowledge transfer research literature. Corresponding to each dimension, two to six options were found.

The morphology demonstrates the extensiveness and variety of knowledge transfer research. To academics, the morphology can serve as a map of the knowledge transfer territory. Using the morphology, researchers can easily assess how an existing study fits in with the entire body of knowledge transfer research. Secondly, they can discern areas that have received less attention in comparison to others and thus identify gaps they may wish to address in a new study. KM practitioners can use the morphology to assess their knowledge transfer strategies in terms of the dimensions it currently has/lacks, and take appropriate decisions.

To the best of the authors' knowledge, a morphological approach has not been attempted so far to characterize KM research literature. The approach used can be applied to other areas of management as well, for similar purposes.

Job market shifts, such as workforce mobility and aging societies, cause the exit of knowledgeable personnel from organizations. The ensuing knowledge loss (K-loss) has broad negative effects. This study analyzes the knowledge management literature on K-loss published from 2000 to 2021 and identifies fruitful directions for future research.

The authors conduct a systematic literature review of 74 peer-reviewed articles published between 2000 and 2021. These articles were retrieved from ProQuest Central, Science Direct, EBSCOhost and Emerald databases. The analysis utilizes Jesson et al.’s (2011) six principles: field mapping, comprehensive search, quality assessment, data extraction, synthesis and write-up.

Three sub-topics emerge from the systematic literature review: K-loss drivers, positive and negative impacts of K-loss and mitigation strategies. Over half of the literature addresses mitigation strategies and provides solutions for K-loss already in progress, rather than proposing preventive measures.

This study has limitations related to the time span covered. Moreover, it focuses on articles published in refereed journals. Therefore, important contributions from conference papers, books and professional reports were excluded.

This research comprehensively synthesizes the K-loss literature and proposes future avenues of research to address under-investigated areas and potentially lead to theoretical and empirical advancements in the field. This study also provides suggestions for improving managerial practices.

Research on knowledge loss is at an early stage of evolution. This paper seeks to extend the existent literature through an exploratory investigation of the drivers and impacts of knowledge loss, as well as associated retention strategies within manufacturing and service operations.

Multiple research streams are used to explore and capture the complexities and intricacies of knowledge loss within four firms. The author follows a multiple case study approach with theoretical sampling of manufacturing and service firms.

The results of this study suggest that organizations should retain and diffuse architectural knowledge, improve strategic coordination among units, develop existing capabilities through different networking strategies and more effective networks, and transform these capabilities into effective organizational routines to mitigate knowledge loss and increase knowledge retention. Meanwhile, relying solely on standard operating procedures, information systems, and codification of knowledge in databases could undermine knowledge retention and lead to knowledge loss.

A comprehensive strategy to guide knowledge management efforts and actions should be adopted. Moreover, knowledge cannot be retained without the adoption of an integrative approach that comprises various strategies and without management commitment and drive.

The findings of this exploratory investigation add to the understanding of the knowledge loss phenomenon by showing that it is much more complex than was found in earlier studies emanating from various research streams. The paper proposes directions for future research.