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This chapter defines a learning culture and discusses the relationship between knowledge and learning. The authors explain why learning is essential to bringing knowledge to life and incentivizing knowledge flows and use. The chapter addresses the interplay between knowledge and learning cultures. A key point in the chapter is the value of mistakes as learning opportunities. The authors explain how mistakes are viewed in the industrial economy and how this perspective impedes critical organizational learning. Specifically, we define mistakes, explain the double cognitive bias of mistakes, explain the tendency and impact of hiding mistakes, the side effects of double mistake bias, learn to learn from mistakes, and take on the challenge of reconciling mistake acceptance and avoidance. Finally, the chapter addresses the importance of cultivating a learning climate to realize your learning culture.

Chapter 4 addresses the importance of internal knowledge cultures. It provides a deeper dive into how internal knowledge cultures can contribute to a company’s performance. The authors explain how knowledge culture shapes practical knowledge processes and fosters intellectual capital. The authors also provide insights into a critical knowledge paradox and discuss the interplay of knowledge paradoxes and cultural collisions. The chapter is supported by practical use cases that illustrate the points in the chapter.

This chapter defines culture and explains the different conceptual models developed by critical researchers in the field. First, the authors explain why it is essential for us to learn to see our cultures. Next, the chapter breaks the conceptual model of culture into its essential elements, including assumptions, beliefs, values, behaviors, and artifacts. The authors explain why and how each organization’s culture is unique – and walk through the factors that influence our organizational cultures. Finally, the chapter reminds us that it is hard to deliberately change an organization’s culture, because it is inherently dynamic. Instead, each organization should strive to understand how these factors affect our organizations.

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these technologies are emerging technologies that require IT skills, which are scarce and will exacerbate the battle for talent between organisations. Filling the talent gap will necessitate global hiring, which has implications for organisational culture, cultural diversity and organisational leadership. Organisational cultural mix is an important contributor to leadership decision-making. However, decision-making is underpinned by trust. Blockchain is an emerging technology that has the potential to engender organisational trust in decision-making and, by extension, in the leadership with the ‘right’ organisational culture. Smart cities will be required to leverage emerging technologies to give business performance a competitive advantage and use emerging technologies’ applications to build a sustainable competitive advantage.

In the quest for better construction workforce management, this chapter explored the background of workforce management and related theories, models, and practices. Through a review, the chapter provided meaning to the concept of construction and workforce management. The chapter concluded that while the construction industry worldwide is important to the economic growth of the countries where it operates, the industry’s management of its workforce is challenged by several problems. These problems include the nature of the industry, skill shortage, unhealthy working environment, and poor image of the industry, among others. Also, while the construction industry is rich in diversity, this has been a major source of problems for workforce management. The chapter further revealed that to improve workforce management and attain better-performing construction organisations, careful recruitment, effective training, providing a safe working environment, putting policies to promote diversity, and ensuring innovativeness, among others, are essential.

In 2020, the logistics market in Malaysia was valued at USD 37.60 billion, and it is projected to grow to more than USD 55.0 billion by 2026 at a compound annual growth rate (CAGR) of more than 4%. However, more information is needed about the impact of green logistic practice determinants by the local SMEs on the market share. This study serves as a focal point by examining the factors involved by offering a conceptual framework of determinants and their potential outcomes. This study contributes by demonstrating a conceptual, theoretical framework derived from the synthesis of two theory such as the Resource-Based View theory and the Diffusion of Innovation Theory. At the same time, it offers a holistic approach with an in-depth understanding of the Technological and Organizational factors of SMEs. The relationship between the implementation of green practices and organizational performance is also explored.

The attention of scholars and policy makers towards the topic of innovation has consistently increased, especially in recent years. This is justified by the fact that innovation undoubtedly plays, today, a crucial role in driving a country’s economic growth, improving productivity and, more generally, enhancing overall societal well-being.

When the discourse around innovation focuses on its economic dimension, the strong intertwinement with entrepreneurship emerges. In line with this, focusing on research on innovation in organisations and, especially, innovation in relation to the figure of the entrepreneur is considered, plenty of studies have been carried on, over time, in many disciplines, analysing the role of the entrepreneur in relation to innovation from various different angles. However, especially when management studies are considered, we can notice a poor consideration of the role played by the gender of the entrepreneur. In line with this consideration, by means of a systematic literature review, this chapter aims to fill this literature gap focusing on the intertwinement that can be envisaged, in management studies, among the issues of entrepreneurship and innovation in the case of women-owned firms.