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The need for developing new entrepreneurial ways of thinking and acting has been in the agenda for the Organisation for Economic Co-operation and Development and the European Union countries. In line with their agenda, the Nordic Council of Ministers has been preoccupied with the development of entrepreneurial mindsets among the adult population. Seeking to meet the urgent need for developing entrepreneurial thinking, the Nordic Network for Adult Learning, together with the Nordic Council of Ministers, has elaborated and tested a Scandinavian model for stimulating entrepreneurial mindsets through the transformative learning circles. Based on the study of the TLC pilot project, this chapter explores the process of facilitation of entrepreneurial learning. The literature on entrepreneurial learning and education emphasises on the importance of facilitation; however, this issue is yet to be addressed in-depth. This chapter seeks to fill in this gap and contribute to our understanding of the role that facilitators play in the entrepreneurial and transformative learning processes. Drawing on the social constructionist approach to learning, this chapter discusses how facilitators and learners (entrepreneurs) become co-creators of knowledge and learning experiences.

The purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.

A systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.

It was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.

The review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

The knowledge base of a firm is increasingly believed to underlie firm performance, and culture is commonly viewed as the major obstacle to effective knowledge management. This study seeks to evaluate the relevance of organizational culture and to explore how it can influence the achievement of knowledge sharing within an enterprise.

An empirical survey of Taiwan's firms was conducted to study organizational cultures, but also to determine how risk‐avoiding culture affects the achievement of knowledge sharing.

An effective culture is formed by process formalization and tendentiousness of a defensively firm attitude to decision making should be developed. Furthermore, management should plan a healthy empowerment system to encourage employees to fully utilize their talents and skills in their jobs.

This study raises questions regarding the most appropriate combination of risk‐avoiding cultures for knowledge sharing. Since it involved a large mailing of a lengthy, blind survey to busy managers, the response rate was expected to be low. Even so, the low‐response rate raises questions regarding the generalizability of the finds, and thus it is important that the study be replicated in Taiwan or another country.

This study demonstrates the importance of considering risk‐avoiding cultures in achieving knowledge sharing in relation to issues of compatibility. Such organizations benefit from understanding the relationships between the three cultures and the implementation of such programs within organizations.

This study highlights the need to consider culture when knowledge management programs are implemented that may be incompatible with the existing culture. Such organizations can benefit from understanding the importance of culture in knowledge sharing.

To propose a holistic framework for understanding the “knowledge‐management (KM) gap” – illustrating six types of gaps that might occur within KM activities.

The content‐analytical approach with the thematic analysis was implemented in the study. Through an in‐depth interview with the top managers of two firms, explores the causes of these gaps and fundamental approaches to bridging these gaps.

This study identifies a comprehensive set of factors that could potentially impact the magnitude and direction of these gaps and the corrective actions to enhance the success of the implementation of the KM system.

The study has done in‐depth interviews with only two firms and five companies. The results may need to be validated by a robust survey. Reasons for these gaps and several fundamental approaches to avoid them are presented.

This framework is expected to provide a convenient way to audit KM gaps and, thus, enterprises can make corrections and adjustments accordingly to greatly enhance their chances of success while implementing the KM system.

Proposes an innovative framework of “KM gaps” to fully illustrate the management gaps that might occur during the implementation of KM. Furthermore, the actions to reduce the misfit between the capability and implementation of KM systems are also demonstrated.

The purpose of this paper is to examine the impact of organizational knowledge and innovation practices on the outcomes of operations strategy.

The study employs a survey‐based method to test a theoretically grounded set of hypotheses using regression techniques.

The results indicate that cost, quality, delivery and flexibility outcomes are influenced by specific organizational knowledge and innovation practices. Also, the findings show that innovation performance mediate the relationship between knowledge practices and operations strategy.

Acquiring knowledge is not enough. Managers need to facilitate dynamics of knowledge sharing and utilization to cultivate a better level of technical and administrative innovation performance, which in turn will result in favourable operations strategy outcomes.

The paper is one of the first studies that highlight knowledge and innovation practices in relation to operations strategy in one study applied to a developing country context.

This study seeks to explore factors affecting the implementation of knowledge activities, which are the organizational culture which many knowledge management programs adopt. The main problem under investigation is to assess the importance of organizational culture within an enterprise and to ascertain how it can ensure that knowledge activities would continue to be fitting and proper in an enterprise.

An empirical survey was conducted in 154 Taiwanese companies to investigate understanding of the organizational cultures, determine enablers and barriers to implement knowledge activities.

It is suggested that enterprises should adopt an entrepreneurial culture when establishing knowledge activities.

Since it was a mass mailing of a somewhat lengthy, blind survey to busy managers, the response rate was believed to be low. Even so, because of the low response rate, the generalized nature of these finds is somewhat in question, and it is important that the study be replicated in Taiwan.

The awareness of the external versus internal focus of the organizations will make the organization more or less aware of adoptions in organizational culture efforts and either more or less conducive to implementing knowledge activities.

This study points out the need for the consideration of culture when knowledge activities are implemented that may be incompatible with the existing culture. Such organizations can benefit from understanding culture's role in knowledge activities implementation.

Agile principles have been widely used in software development team practice since the creation of the Agile Manifesto. Studies have examined variables related to agile principles without systematically considering the relationships among key team, agile methodology, and process variables underlying the agile principles and how these variables jointly influence the achievement of software development agility. In this study, the authors tested a team/methodology–process–agility model that links team variables (team autonomy and team competence) and methodological variable (iterative development) to process variables (communication and collaborative decision-making), which are in turn linked to software development agility (ability to sense, respond and learn).

Survey data from one hundred and sixty software development professionals were analyzed using structural equation modeling methods.

The results support the team/methodology–process–agility model. Process variables (communication and collaborative decision-making) mediated the effects of team (autonomy and competence) and methodological (iterative development) variables on software development agility. In addition, team, methodology and process variables had different effects on the three dimensions of software development agility.

The results contribute to the literature on organizational IT management by establishing a team/methodology–process–agility model that can serve as a basis for developing a core theoretical foundation underlying agile principles and practices. The results also have practical implications for organizations in understanding and managing holistically the different roles that agile methodological, team and process factors play in achieving software development agility.

Traditionally, most studies focus on institutionalized management-driven actors to understand technology management innovation. The purpose of this paper is to argue that there is a need for research to study the nature and role of dissident non-institutionalized actors’ (i.e. outsourced web designers and rapid application software developers). The authors propose that through online social knowledge sharing, non-institutionalized actors’ solution-finding tensions enable technology management innovation.

A synthesis of the literature and an analysis of the data (21 interviews) provided insights in three areas of solution-finding tensions enabling management innovation. The authors frame the analysis on the peripherally deviant work and the nature of the ways that dissident non-institutionalized actors deviate from their clients (understood as the firm) original contracted objectives.

The findings provide insights into the productive role of solution-finding tensions in enabling opportunities for management service innovation. Furthermore, deviant practices that leverage non-institutionalized actors’ online social knowledge to fulfill customers’ requirements are not interpreted negatively, but as a positive willingness to proactively explore alternative paths.

The findings demonstrate the importance of dissident non-institutionalized actors in technology management innovation. However, this work is based on a single country (USA) and additional research is needed to validate and generalize the findings in other cultural and institutional settings.

This paper provides new insights into the perceptions of dissident non-institutionalized actors in the practice of IT managerial decision making. The work departs from, but also extends, the previous literature, demonstrating that peripherally deviant work in solution-finding practice creates tensions, enabling management innovation between IT providers and users.