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The purpose of this Real Impact Research Article is to empirically explore one of the most controversial and elusive concepts in knowledge management research – practical wisdom. It develops a 10-dimensional practical wisdom construct and tests it within the nomological network of counterproductive and productive knowledge behavior.

A survey instrument was created based on the extant literature. A model was developed and tested by means of Partial Least Squares with data obtained from 200 experienced employees recruited from CloudResearch Connect crowdsourcing platform.

Practical wisdom is a multidimensional construct that may be operationalized and measured like other well-established knowledge management concepts. Practical wisdom guides employee counterproductive and productive knowledge behavior: it suppresses knowledge sabotage and knowledge hiding (whether general, evasive, playing dumb, rationalized or bullying) and promotes knowledge sharing. While all proposed dimensions contribute to employee practical wisdom, particularly salient are subject matter expertise, moral purpose in decision-making, self-reflection in the workplace and external reflection in the workplace. Unexpectedly, practical wisdom facilitates knowledge hoarding instead of reducing it.

Managers should realize that possessing practical wisdom is not limited to a group of select, high-level executives. Organizations may administer the practical wisdom questionnaire presented in this study to their workers to identify those who score the lowest, and invest in employee training programs that focus on the development of those attributes pertaining to the practical wisdom dimensions.

The concept of practical wisdom is a controversial topic that has both detractors and supporters. To the best of the author’s knowledge, this is the first large-scale empirical study of practical wisdom in the knowledge management domain.

In this chapter, the authors make the case that preserving and curating knowledge for the future involves more than changing methods and tactics or extending our current applications and technology to support knowledge capital. It means changing the way we think about the future. It means envisioning multiple futures where various elements may be known or unknown – a four-future quadrant. First, the authors explain what it means to think strategically in multiple known and unknown futures. Next, the chapter presents ideas for strategic thinking about future knowledge preservation and curation. Finally, the authors consider using the four futures to develop a flexible and relevant knowledge preservation and curation strategy.

Given the critical importance of green innovation (GI) for organizations in developing economies, this study aims to examine the interrelationship between knowledge management (KM) enablers, KM processes and GI. The research also indicates that certain combinations of KM enabler dimensions and KM processes can lead to better GI.

The study sample consists of 328 participants from Pakistan's medium- and large-sized manufacturing enterprises. Smart PLS 3.2.9 is used to verify the relationships. Moreover, the fuzzy set qualitative comparative analysis (fsQCA) investigates configurational paths for improving GI.

The results demonstrate that KM enablers significantly affect two aspects of GI – green product and process innovation – and KM processes. Moreover, KM processes significantly enhance two aspects of GI. The fsQCA findings indicate multiple combinations of KM enablers and KM processes dimensions that result in better GI.

To better understand the critical role of knowledge resources, future studies should explore the potential mediating mechanisms of KM processes or the moderating effects of strategic organizational factors in the relationship between KM enablers and GI.

The study offers valuable insight and a unique approach for policymakers and executives of corporations in developing countries to enhance their organizations' GI capacity through KM enablers and KM processes.

This research contributes to bridging research gaps in the literature and advances insights into the interrelationship among KM enablers, KM processes and GI. In addition, the study offers methodological significance by combining direct and configurational techniques to address two distinct facets of GI.

Even though emotional intelligence (EI) is reported to have many benefits, yet it remains mainly unexplored in the construction industry. This paper aims to present a critical review of EI research in the construction industry.

Search of literature was conducted by using Scopus engine. Relevant keywords were used to discover 146 publications. The titles, abstracts, keywords and full texts of the publications were examined to finally select 48 publications that were relevant. Scientometric analysis was undertaken with the aid of VOSViewer. Content analysis systematically reviewed the key themes.

The five topmost countries conducting research into EI in the construction industry are UK, Australia and the USA. The most influential authors in construction EI research are Goleman, D., Salovey, P. and Mayer, J.D. The significant impact of EI on leadership in the construction industry were that EI boosted transformational leadership style and EI influenced use of management-by-exception active style by construction leaders. Furthermore, EI leads to resilience against stress and EI enhances stress tolerance were the significant roles of EI on stress management.

A limitation is in the number of publications reviewed. In spite of the critical review, the number of publications reviewed may not be exhaustive.

This research enhances knowledge and stimulates a deeper comprehension of EI research and also provides recommendations for further studies based on identified research gaps.

As a pioneering study that combines scientometrics and systematic review for EI research, this study enhances knowledge on EI in the construction industry.

This study aimed to examine the role of big data analytics capabilities (BDAC) in fostering organizational innovation capabilities and, consequently, in achieving economic, social and environmental sustainability.

Through the lens of dynamic capability theory, this study surveyed 115 hotels using purposive sampling to gain in-depth insights regarding the factors affecting organizational sustainability in the hospitality industry. The data analysis was conducted using partial least squares-structural equation modeling (PLS-SEM).

The findings reported a substantial impact of seven core dimensions (i.e. technology, data, basic resources, technological skills, managerial skills, organizational learning and data-driven culture) in building BDAC among hotels. Moreover, BDAC was also revealed to significantly influence innovation capabilities, positively impacting all three sorts of sustainability performance. Innovation capability also mediated the relationship between BDAC and all sustainability factors.

The findings will assist policymakers and practitioners in developing effective initiatives to enhance the adoption and implementation of data science and technologies, substantially contributing to the “National IR 4.0 Policy” and “Malaysia Digital Economy Blueprint” and achieving sustainable development goals (SDGs).

The originality of this study is established by investigating the interplay between BDAC, innovation capability and sustainability performance, particularly in the context of the hotel industry, whereas the existing studies focus on exploring the advantages of BDA.

This study aims to examine the relationship between green technology implementation (GTI), knowledge management (KM) process and knowledge workers' operational performance (KWOP). The research postulates that a specific combination of GTI and KM processes can lead to improving KWOP.

The sample data (304) were taken from those manufacturing firms that are utilizing green technology. The examination was conducted by Smart PLS-SEM and fuzzy set qualitative comparative analysis (fsQCA). The Smart PLS 3.29 is used to verify certain variable relationships. Moreover, fsQCA is used to investigate multiple configuration paths to enhance KWOP.

The study's outcome indicated that GTI positively influences the KM process in manufacturing firms, and the KM process enormously improves KWOP. The fsQCA analysis result explores various integrations (communication, collaboration, supporting role and improved performance) with the KM (acquisition, sharing and utilization) process identified to enhance the performance of KWOP. The current study supports two merging methods to deepen understanding of employee operational performance.

The study methodologically contributes by integrating direct and configuration approaches to develop firms' operational performance. This study contributes to bridging research gaps in the prior literature and advances insight into the association between GTI, KM process and KWOP.

This study aims to investigate the concept of “practical wisdom” which may be defined as the ability to effectively manage one’s rational knowledge and to read and respond appropriately to the interplay of other people's emotions and one's own and their values. The aims of this study also are (1) to investigate the relationship between the spiritual, emotional and rational capacities which underpin practical wisdom and (2) to analyse the relationship between the practical wisdom co-created in and between individuals through these three capacities.

This study adopts a case study methodology by considering the experience provided by a group of hikers who organized a trip to cross the island of Gran Canarias and its natural parks.

This study proposes that the presence of spiritual, emotional or rational capacities can boost individual self-awareness, self-control and empathy, which can help workers in general and knowledge workers, in particular, more effectively tackle difficult situations, remain calm and collectively develop and enact appropriate responses to these situations. Therefore, results show that the concept of practical wisdom allows for the identification of both the nature of the capacities that contribute to the effective handling of difficult situations and them and the balance that needs to be developed between them.

For knowledge workers, the study provides a framework and an explanatory framework to help them understand how rational, spiritual and emotional capacities both interact and are operationalized to tackle difficult problems. Furthermore, it enables them to identify situations where success to consider such interactions, leads to develop and implement appropriate responses to such situations.

A proper balance of emotional, rational and spiritual capacities may enable people to have a more holistic vision of difficult situations, allowing the finding of appropriate solutions to complex problems (i.e. practical wisdom). This study contributes to strengthening knowledge workers' perception and understanding of the links between the knowledge stocks and knowledge flows that relate to a practical perspective of wisdom.

The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.

This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.

Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.

Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.

This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.