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This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes.

An interview study spanning 222 informants in 38 countries was launched to collect data on KM expert views concerning the future research needs of the KM field.

The value contribution of KM requires more research despite experts agreeing on the complexities involved in solving this challenge. Further research areas identified were related to the influence of KM to support business strategy, intellectual capital, decision-making, knowledge sharing, organizational learning, innovation performance, productivity and competitive advantage.

The sample is dominated by European-based KM experts and the self-selecting sampling approach that was used by relying on the networks of each partner could have biased the structure of this sample.

The recognition of the complexity to demonstrate the value contribution of KM could prevent practitioners from using over-simplified approaches and encourage them to use more advanced measurement approaches.

The paper is unique, in that it reports on the views of 222 KM experts from 38 countries representing both academia and practice, on the issue of future research needs in terms of KM and business outcomes. As such it provides valuable guidance for future studies in the KM field and related subjects.

This paper aims to examine the mediating role of knowledge sharing (KS) on the relationship between the transformational leadership (TL) and innovation in banks.

Quantitative analysis was conducted by using the structural equations modeling with AMOS 24 to examine the influence of the mediating role of KS on the TL–innovation relationship. Data were collected from 310 employees at 27 banks in Lebanon.

The research highlights that leaders exhibiting transformational behavior were able to promote knowledge-sharing culture that enhances the generation of new ideas, products and processes. The findings confirmed that KS mediates the association of TL and innovation.

The findings point to how TL mobilizes employees to engage in innovative products and processes by encouraging a knowledge-sharing culture.

The research findings advance the understanding of how TL stimulates innovation and highlights the benefits gained by cultivating KS to generate more innovative outcomes.

This paper aims to examine the moderated mediation effect of the lack of students’ socialization (as one of the COVID-19 consequences) and the university reputation on the relationship between the service innovation and students satisfaction. The relationship between students satisfaction and their loyalty is also examined.

This study adopts a quantitative research approach, whereas the study population consists of all universities’ students in Lebanon. Data were collected from 201 students, elected depending on snowballing sample technique. A questionnaire was used to gather data, whereby partial least squares structural equation modeling was used to check the proposed scales validity and the relationships between the study variables.

The findings reveal a significant direct effect for university’s service innovation on students satisfaction and an indirect effect through the mediation role for university reputation. Moreover, an evidence for weak negative significant effect for lack of socialization on students satisfaction exists. Whereby, lack of socialization does not moderate the relationship between university service innovation and students satisfaction. Finally, students satisfaction has a significant positive effect on their loyalty.

This paper advances the service innovation literature in the higher education sector. In addition, the paper might be the first paper to address the influence of lack of socialization as one of the COVID-19 consequences on students satisfaction. Furthermore, areas for future research are suggested.

The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.

Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.

Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.

The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.

Contribution to comprehend the black box and areas for future research has been offered.