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In addressing the future trajectory of knowledge management systems, this paper uses the psycho-social notion of generativity which recently stimulated contributions in technology and innovation for a holistic systemic knowledge management (KM) review. The purpose of this study is to identify current shortcomings and fixations together with their ramifying affordances, all enveloped within a novel KM concept and prototype-system-under-development.

It follows up on prior publications using design science research (DSR) methodologies in compliance with theory effectiveness, a principle expecting system designs to be purposeful in terms of utility and communication. The KM perspective taken prioritizes a decentralizing agenda benefiting knowledge workers while also aiming to foster a fruitful co-evolution with traditional organizational KM approaches.

The notions of generative fit and capacities in their technical, informational and social interpretations prove able to accommodate diverse KM models and to cumulatively synthesize a wide range of related concepts and perspectives. In the process, Nonaka’s renowned socialize, externalize, combine, internalize and Ba model is repurposed and extended to suggest a corresponding complementing seize, imbed, collate, encompass, effectuate workflow embedded in distinct digital ecosystems fully aligned to the diversity of the generative attributes introduced.

Although the prototype development is still in progress, the study conforms to the DSR practice to report on early visions of technology impact on users, organizations and society and also refers to and reflects on aspects of feasibility, suitability, acceptability and the system’s prospect as a general-purpose technology or disruptive innovation.

The paper transdisciplinarily integrates the well-established psychological notions of generativity into its newer digital and systemic KM dimensions. The resulting new insights transparently inform the concept and prototype design, present a holistic framework for individuals and organizations and suggest avenues for new KM applications and KM research directions inspired by the adopted and adapted novel generativity contexts.

In this study, reasons for proving the relevancy of personalisation of e-learning systems to act as a knowledge management system in which tacit to tacit type of knowledge (socialisation) can be delivered, are being provided. Nonaka’s knowledge conversion model is being used as the basis of the investigation. The relationship between ‘the strategic knowledge conversion model’ drawn from the ‘identifying list of strategies’ and ‘an individual’s decision-making method’ has been investigated in relation to knowledge transferring systems and individual’s learning styles. The outcome of the qualitative as well as quantitative investigation defines a set of frameworks in which different types of e-learning systems utilizing different learning philosophies and learners learning preferences to support the learner’s learning curve.

In current business management, knowledge is considered to be a strategic resource that can strengthen an organization’s competitiveness. Today, under the process of continuous globalization, almost all companies are rapidly exposed to global competition regardless of their scale or type of business. However, multinational management is very complicated and uncertain and it is hard for multinationals to effectively coordinate and manage their global value chains. In light of this, the utility of multinational management based on knowledge is increased. The present study examines multinational firms’ knowledge management systems, knowledge creation processes and global supply chain performance and attempts to reveal any significant linkages between these latent variables. For this research interest, we proposed 18 items to measure four types of knowledge creation processes (SECI) designed by Nonaka (1994) and revised by authors considering the global business environment, in particular involving the global supply chain management concept. Utilizing the confirmed SECI model, 128 sample companies were classified into four groups according to the levels of their knowledge creation processes. The empirical results of this study reveal important linkages between a multinational firm’s knowledge management system and knowledge creation process, as well as between its knowledge creation process and global supply chain management performance. In particular, the current work suggests that the creation and conversion of tacit knowledge as well as explicit knowledge can be effectively supported by information and communication technology.

In further conceptualizing a novel generative knowledge management system (KM/KMS), this paper aims to focus on identifying and mitigating the risks related to its envisaged scaling from a prototype to an application with a rapidly growing user base.

It follows up on prior publications using design science research (DSR) methodologies in compliance with theory effectiveness, a principle expecting system designs to be purposeful in terms of utility and communication. The KMS perspective taken prioritizes a decentralizing agenda benefiting knowledge workers while also aiming to foster a fruitful co-evolution with conventional organizational KM approaches.

The utilization and further extension of the CKDT and a “scalable innovation” heuristic are assisting the detecting of potential scaling risks related to the logics and logistics, generative interoperability, technological capacitating, knowledge dynamics and value chain which further validates the viability of the proposed KM concept and system.

Although the prototype development is still in progress, the paper conforms to the DSR practice to report on early visions of technology impact on users, organizations and society but also reflects on expectations of viability, desirability and commitment, as well as the system’s prospect as a general-purpose-technology or disruptive innovation.

In addition to the novel KM-related perspectives, the paper’s practical emphasis on the scaling of more complex systems is rarely dealt with in the literature due to the respective projects’ often large-scale collaborative nature, broad methodological scope and diverse stakeholders’ interests. In this case, the task is eased as prior DSR outputs can be referred to.

This study aims to present the overview of intellectual capital creation micro-mechanisms concerning formal and informal knowledge processes. The organizational culture, transformational leadership and innovativeness are also included in the investigation as ascendants and consequences of the focal relation of intellectual capital and knowledge processes.

Based on a sample of 1,418 Polish knowledge workers from the construction, healthcare, higher education and information technology (IT) industries, the empirical model was developed using the structural equation modeling (SEM) method.

The study exposes that the essence of transformational leadership innovativeness oriented is developing all intellectual capital components. To do so, leaders must support both formal and informal knowledge processes through the organizational culture of knowledge and learning. Furthermore, for best results of the knowledge transformation into intellectual capital, the learning culture must be shaped by both components: learning climate and acceptance of mistakes.

Presented findings can be directly applied to organizations to enhance innovativeness. Namely, leaders who observe that the more knowledge is formally managed in their organizations, the less effective the knowledge exchange is-should put more effort into supporting informal knowledge processes to smoothly develop human and relational intellectual capital components. Shortly, leaders must implement an authentic learning culture, including the mistakes acceptance component, to use the full organizational potential to achieve intellectual capital growth. Intellectual capital growth is essential for innovativeness.

This study presents the “big picture” of all intellectual capital creation micro-mechanisms linking transformational leadership with organizational innovativeness and explains the “knowledge paradox” identified by Mabey and Zhao (2017). This explanation assumes that intellectual capital components are created informally (i.e. human and relational ones) and formally (i.e. structural ones). Therefore, for best effects, both formal and informal knowledge processes, must be supported. Furthermore, this study exposes that the intensity of all explored micro-mechanisms is industry-specific.

Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems.

An empirical study was carried out based on a sample of Spanish organisations that had been awarded EFQM recognition. Structural equation models, cluster analysis and ANOVA were used to examine the research questions.

Internal motives concerning the creation of a participative style are the main driver of internalisation. Moreover, having an appraisal system-oriented towards the development of employees helps the substantive adoption of the EFQM model. These findings reinforce the importance of the soft elements of the EFQM model.

This study enhances evidence about the motives for adoption and their influence on the internalisation of the EFQM model. It analyses internalisation in a novel context, EFQM recognised organisations, and contributes to the debate about the efficacy of the EFQM model to performance improvement, by unveiling the factors that could foster the internalisation of the model within the organisational routines.

The purpose of this paper is to explore the concept of self-transcending knowledge as one of P. Senge’s common themes underpinning his five disciplines approach. It will be shown that the notions of vision, purpose and transcendence, especially self-transcendence are closely related to each other. However, the aspect of self-transcendence has not been covered well yet in the existing literature. That is why this paper is guided by the following research question: What does a consolidated, integrative and interdisciplinary concept of self-transcending knowledge look like, and what are its defining and unifying features and characteristics with respect to learning organizations?

This conceptual paper draws on (both theoretical and empirical) interdisciplinary evidence from a wide variety of fields, such as organization studies, psychology, philosophy, learning organizations, cognitive science and innovation studies. Key authors from the field of self-transcending knowledge and their approaches will be discussed to develop a unified interdisciplinary concept of self-transcending knowledge and its possible applications, which will be demonstrated in a case study.

Self-transcending knowledge turns out to be central in the fields of learning (organizations) and innovation, as it deals with future-oriented knowledge that is “not yet”, that transcends the boundaries of existing knowledge. It is based on self-detachment, the notion of potentials and the insight that novel knowledge is not only the result of a creative agent (or organization) but also can be found and cocreated through an attentive search in an unfolding reality.

Existing literature in the field of P. Senge’s five disciplines (and beyond) does not offer a comprehensive concept of self-transcending knowledge. This paper addresses this issue by bringing together approaches from a wide range of fields related to this concept; it develops an interdisciplinary and coherent notion and taxonomy of self-transcending knowledge and shows its impact for learning organizations and innovation.

The purpose of this study is to demonstrate that Strategic Enterprise Management (SEM) and Business Intelligence (BI) have the potential to integrate management decisions vertically through an organization’s hierarchy. This study also aims to present a design theory framework and build a model dimension using eight principles serving as mid-range theories.

This study uses a design science perspective to posit how organizations can successfully implement SEMBI (a union of SEM and BI). This study then completes the design theory by building the method dimension using two principles. Finally, the study presents testable hypotheses for the theory and an evaluation using stakeholder attitudes and judgments as proxies for objective measures.

In the search for a prescription for SEMBI success, this study finds that the notion of the Capability Maturity Model (CMM) is a good artifact with which to organize the principles the authors are seeking. CMM has since been adapted to suit different contexts by incorporating relevant principles from those domains. Hereafter, this study refers to SEMBI–CMM as the adapted solution for SEMBI's success.

This study coins and uses the term SEMBI to represent the union of SEM and BI. This term retains its distinct identities and principles and forms a holistic and integrated view of SEM and BI implementation strategies. In an effort to advance this line of research, this study employs a design science perspective to address the question of how an organization can successfully implement SEMBI.

Why are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this abductive field study uncovers a dynamic capability at the team level.

Various methods were employed over three consecutive years to thoroughly examine five initially high-performing lean workfloor teams, including their leaders. These methods encompassed micro-behavioural coding of 59 h of film footage, surveys, individual and group interviews, participant observation and archival data, involving objective and perceptual team-performance indicators. Two of the five teams continued to improve and perform highly.

Continuously improving high lean team performance is found to be associated with (1) team behaviours such as frequent performance monitoring, information sharing, peer support and process improvement; (2) team leaders who balance, over time, task- and relations-oriented behaviours; (3) higher-level leaders who keep offering the team face-to-face support, strategic clarity and tangible resources; (4) these three actors' endorsement of self-transcendence and openness-to-change work values and alignment, over time, with their behaviours; and (5) coactive vicarious learning-by-doing as a “stable collective activity pattern” among team, team leader, and higher-level leadership.

Since lean has been undertheorised, the authors invoked insights from organisational behaviour and management theories, in combination with various fine- and coarse-grained data, over time. The authors uncovered actors' behaviour-value patterns and a collective learning-by-doing pattern that may explain continuous lean team performance improvement. Four theory-enriching propositions were developed and visualised in a refined model which may already benefit lean practitioners.

This conceptual paper aims to contribute to the knowledge management (KM) literature by seeking to determine whether wisdom management (WM) will replace KM in future.

This exploratory paper follows the interpretivist research philosophy and the deductive approach. The data collection is based on selected literatures from three disciplines (KM, philosophy and psychology). The findings were qualitatively analysed.

The findings are threefold: (1) the discussion of wisdom has been either neglected or superficially discussed in the KM literature; (2) despite the fact that wisdom is widely discussed and researched in philosophy and psychology disciplines, there is no commonly agreed upon definition of wisdom, and a dichotomy exists between the implicit and explicit theories of wisdom; (3) wisdom research in philosophy and psychology disciplines provides valuable input to KM by identifying the dimensions, components and characteristics of wisdom and wise individuals.

Important sources may have been unintentionally overlooked in this paper. This paper identifies the need for empirical research and discussion about WM as the next potential phase of KM. It offers several implications for researchers, managers and management educators as this paper shows that WM is emerging as a new discipline.

This paper makes a theoretical contribution to the fifth phase of KM by drawing attention to wisdom and WM as the next potential phase of KM.