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This paper aims to investigate cognitive antecedents of knowledge sharing (KS) by applying a belief elicitation study and embedding KS in an organizationally relevant context, work meetings.

The study was carried out in two phases: an elicitation study (n = 18), and a survey (n = 200) based on its findings. The method, which combines a qualitative and a quantitative approach, is frequently used in the study of other behaviors (e.g. health behaviors) when applying the theory of planned behavior (TPB).

Belief-based measures, informed by the elicitation study, were meaningful predictors of KS intentions. In line with TPB, attitudes, subjective norms and perceived behavioral control explained 47.7 per cent of the variance in KS intentions, which together with perceived behavioral control explained 55.2 per cent of the variance in KS behavior. Behavioral beliefs reflecting positive collective outcomes (new perspectives, knowledge diffusion/collective learning, increased interaction) were the most important predictors.

Single organization and the study design limit generalizability of the results.

The findings suggest that by eliciting shared beliefs relating to specific KS behaviors, organizations may come a long way in understanding and subsequently influencing these behaviors.

This is the first study to apply TPB on KS by investigating the underlying beliefs using an elicitation study. By demonstrating its utility, the study not only lays avenue for evidence-based interventions to improve KS in organizations, but also presents a method that bridges the gap between quantitative and qualitative approaches to KS.

WHERE are we going? The aim is to double our standard of living in the next 25 years and, as Sir Alexander Fleck, K.B.E., Chairman of Imperial Chemical Industries Ltd., so aptly staled recently, ‘The man who knows where he is going is the one who is most likely to arrive.’ One might venture to expand this statement by adding that he is still more likely to arrive if the cluttering debris of inefficient methods and movements are cleared away.

Scholars have been conducting serious research on the human, organizational, and cultural aspects of mergers and acquisitions (M&A) for 30 years. Yet, over this period, there have only been modest improvements in the M&A success rate. In this chapter, the author examines corporate combinations, describes how human factors contribute to their failure or success, and identifies key research questions whose answers can help to improve the M&A success rate in both financial and human terms. The author proposes research questions for the key phases of a deal, including buying a company and putting companies together. And, reflecting an emerging trend among some frequent acquirers to build an internal competence in M&A execution, the author also proposes research questions for how to accelerate the process of learning from past combinations to better manage future ones.

This paper presents an overview and discusses the applications of fibre reinforced polymer (FRP) bars as reinforcement in civil engineering structures. Following a discussion of the science underpinning their use, selected case studies where FRP reinforcement has been used are presented. The use of FRP reinforcement is rapidly gaining pace and may replace the traditional steel due to its enhanced properties and cost‐effectiveness. In addition, FRP reinforcement offers an effective solution to the problem of steel durability in aggressive environments and where the magnetic or electrical properties of steel are undesirable.

ONLY as events recede can we view them in proper perspective. It is then that we discover how often initial judgments were wrong, our fears con‐founded or our hopes dispelled. Treaties to end wars, pacts of eternal friendship and alliance are the debris which litter our uneasy world.