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This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.

Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.

The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.

This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.

The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.

Digital transformation (DT) is among the vital factors contributing to innovation ambidexterity, especially for advanced manufacturing firms (AMFs). However, the empirical studies on the relationship between DT and innovation ambidexterity in AMFs from the perspective of knowledge management are inadequate. Therefore, this study aims to systematically analyze the impact of DT on innovation ambidexterity and its mechanism of action.

This study selects 254 listed firms within the ten key areas of “Made in China 2025,” as they occupy a key position in China’s advanced manufacturing system. Based on the knowledge-based view (KBV) and contingency theory, it constructs a model of the influence mechanism of DT on innovation ambidexterity.

The results show that the DT of AMFs positively influence innovation ambidexterity. External pressure from environmental turbulence enhances the positive relationship between DT and innovation ambidexterity, demonstrating the “resilience effect,” external knowledge search (EKS) and broadening the knowledge base mediating roles between them, highlighting the “accumulation effect.”

By identifying this mediation mechanism of DT and innovation ambidexterity, this study provides new ideas for path research on the KBV. Moreover, this study explores the triggering effect of market environmental turbulence on the DT of firms. It reveals the boundary conditions of DT acting on innovation ambidexterity, expands the research perspective on organizational resilience and enriches the theory of power change.

Artifacts are rarely used today to visualize thoughts, insights, and ideas in strategy work. Rather, textual and verbal communication dominates. This is despite artifacts and visual representations holding many advantages as tools to create and make sense of strategy in teamwork. To advance our understanding of the benefits of visual aids in strategy work, I synthesize insights from cognitive psychology, neuroscience, and management research. My analysis exposes distinct neurocognitive advantages concerning attention, emotion, learning, memory, intuition, and creativity from visual sense-building. These advantages increase when sense-building activities are playful and storytelling is used.

New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.

We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.

Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.

This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.

As a kind of knowledge-intensive team coordinated across physical distance, it is necessary to construct a meta-knowledge driven transactive memory system (TMS) for the knowledge management of distributed agile team (DAT). This study aims to explore the comprehensive antecedents of TMS establishment in DATs and considers how TMS establishment is affected by herding behavior under the artificial intelligence (AI)-related knowledge work environment that emerges with technology penetration.

The data derived from 177 students of 52 DATs in a well-known Chinese business school, which were divided into 26 traditional knowledge work groups and 26 AI-related task groups to conduct a random comparative experiment. The ordinary least squares method was used to analyze the conceptual model and ANOVA was used to examine the differences in herding behavior between the control groups (traditional knowledge work DATs) and treatment groups (DATs engaged in AI-related knowledge work).

The results showed that knowledge diversity, professional knowledge, self-efficacy and social system use had significantly positive effects on the establishment of TMS. Interestingly, the authors also find that herding behavior may promote the process of establishing TMS of the new team, and this effect will be more significant when AI tasks are involved in team knowledge work.

By exploring the comprehensive antecedents of the establishment of TMS, this study provided a theoretical basis for knowledge management of DATs, especially in AI knowledge work teams. From a practical perspective, when the DAT is involved in AI-related knowledge works, managers should appropriately guide the convergence of employees’ behaviors and use the herding effects to accelerate the establishment of TMS, which will improve team knowledge sharing and innovation.

To support the advancement of an underrepresented category of research in the field of entrepreneurial teams, this study proposes and tests a novel empirical model that connects two team emergent states, namely team entrepreneurial passion (TEP) and transactive memory systems (TMSs), and their influence on team performance.

The data were gathered using an online questionnaire distributed to undergraduate students who had formed entrepreneurial teams as part of a course assignment. Two methods were executed on the obtained data, namely partial least-square structural equation modelling (PLS-SEM) and necessary condition analysis (NCA).

The results uphold the hypothesised mediation role of TMSs between TEP and team performance. Of the two direct relations in the model, only the necessary conditions were present for the effect of TEP on TMSs.

The issue of the small sample size, a common feature in entrepreneurial team research, as discussed in the methodical section of the paper, is sidestepped with the use of PLS-SEM tools. Nonetheless, a larger sample size could have increased confidence in the results' validity. In addition, a longitudinal approach to data collection and analysis could have been used to augment that confidence further.

Three practical implications stem from the empirical findings. First, it lends support for implementing teaching approaches and task designs that are envisaged to improve team functioning in university classrooms. Making a business plan boosts students' desire to exploit the received knowledge and find a venture, so the teaching effort in entrepreneurship courses can have real-world consequences.

By testing the mediation model, new insights are made into the associations between team emerging states and, subsequently, team performance. In addition, this study responds to recent calls in the literature to incorporate NCA in an entrepreneurial setting.

This study aims to use a theoretical-based case study of two distinct ownership groups of the Jack Daniel’s brand to explore how rhetorical history (i.e. malleability of the past for strategic goals) may evoke and capitalize on different forms of nostalgia. Within, the authors configure four forms of nostalgia (i.e. personal, historical, collective and cultural) from the individual or collective interaction and level of direct experience one has with the past as lived or happened.

This study uses an historical research approach which involved the identification of primary and secondary sources, facility tour, source criticism and triangulation to create themes of rhetorical history infused with nostalgic narratives using compelling evidence through rich description of this fusion.

The findings reveal how nostalgia-driven narratives reflecting different collective longing for the re-creation of an American Paradise Lost used by Jack Daniel (i.e. the man) and later but differently by Brown-Forman. This study uncovers how the company’s inherited past was used rhetorically throughout its history, beginning with the nostalgic story of Jack Daniel and the distillery’s nostalgically choreographed location in Lynchburg, Tennessee. This study delves into this setting to highlight the importance of symbols, details, emotional appeals and communications for collective memory and identity development and to showcase the ways in which they are influenced by different types and forms of nostalgia.

This study adds to a limited number of studies focused on understanding the impact of founders on an organization’s brand and how that is malleable. This study responds to scholarly calls to study the influence of sequenced historical rhetoric on an organization and highlight the relevance of social emotions such as nostalgia for rhetorical history. Finally, the theoretical contribution involves the advancing and construction of a theory typology of nostalgia previously proposed by Havlena and Holak in 1996.

The study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.

For the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.

The study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.

The study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.

As there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.

Drawing upon the social exchange theory, this study examines the interplay of transactive memory system (TMS) with improvisation and market competition intensity for the impact on entrepreneurship performance.

This study used the temporal separation technique and used a questionnaire survey to collect data with a final sample of 423 valid responses forming 74 entrepreneurial teams from firms across 6 cities in China.

The expertise and credibility of the TMS has a significant positive impact on entrepreneurial performance and improvisation which mediates the relationship between the expertise and credibility of the TMS and entrepreneurial performance. The intensity of market competition positively moderates the mediating role of improvisation between the expertise and credibility of the TMS and entrepreneurial performance.

This study contributes to the literature on entrepreneurship in emerging economies and entrepreneurial teams. Literature on TMS lacks studies on entrepreneurship performance. The authors' contextualized TMS perspective examines the impact of specific behavior of improvisation and, therefore, holds the promise to offer a novel angle to investigate how exactly TMS impacts entrepreneurship performance while engaging in micro-level processes and entrepreneurial phenomena such as surprises and response to surprises through improvisation. The study adds the context of social exchange theory to performance of entrepreneurial teams.