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The paper seeks to extend self‐determination theory (SDT) and the triple helix model of knowledge sharing to predict that between‐industry differences in financial rewards and the quality of knowledge‐sharing motivation will explain the extent of useless, pseudo‐knowledge sharing.

Participants are certified management accountant (CMA) survey respondents in two industries: finance, insurance, and real estate (FIRE; n=52) and higher education (n=50).

Consistent with predictions, the results indicate more pseudo‐knowledge sharing occurs among FIRE than among higher‐education CMAs, and, financial incentives and the quality of knowledge‐sharing motivation fully mediate the effect of industry on pseudo‐knowledge sharing.

A larger sample, and triangulating the survey data with archival and non‐self‐reported measures, would strengthen the inferences and conclusions.

Industry culture, through its influence on financial rewards and organizational knowledge culture, may affect the success or failure of organizational knowledge‐sharing initiatives.

This is among the first investigations to define and investigate “dark”, pseudo‐knowledge sharing, which can impede organizational goals.

The purpose of this paper is to provide a selected bibliography of recent resources on library instruction and information literacy.

The paper identifies and annotates periodical articles, monographs, and audiovisual material, in the area of library instruction and information literacy.

The paper provides information about each source, discusses the characteristics of current scholarship, and describes sources that contain unique scholarly contributions and quality reproductions.

The information in the paper may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

According to Truth the War Office has selected Mr. C. C. DUNCAN, F.I.C., the Public Analyst for the County of Worcester, for a special post, in which “ he will be responsible for the examination of the water supply for the troops.” “It might be supposed,” our contemporary observes, “that the services of this scientific expert would be worth at least the pay of a Captain. The War Office thinks differently. It is giving Mr. Duncan the pay of a private soldier, a piece of parsimony in no wise excused by the fact that the difference between his military pay and his regular salary will be made up by the Worcestershire County Council.” It appears that MR. DUNCAN has been selected for the post in question on the recommendation of a body described by Truth as “ The Institute of Analysts.” As no such body exists we presume that either the Institute of Chemistry or the cumbrously‐named “ Society of Public Analysts and Other Analytical Chemists” is referred to. It would be interesting to know what the Councils of either or both of these concerns have got to say about the treatment of this member of the profession which they are supposed to represent and whose dignity and interests they are supposed to maintain. The monstrous advertisement issued by the Woolwich Arsenal authorities about a year ago in which scientific chemists with University degrees were invited to apply for appointments at the munificent remuneration of £2 per week is a sufficient illustration of the value put upon scientific attainments by Government Departments in this country. But even this example of fatuous ignorance and inane parsimony has been eclipsed by the present arrangements for the employment of scientific chemists in the Royal Engineers, in which they are invited to enlist with the rank of Corporal and with Corporal's pay and “allowances.” The sulphuric acid scandal recently exposed by The Globe makes it once more abundantly clear that where scientific advice even of an elementary kind is needed no attempt is made to obtain reliable guidance. The wrong people are invariably applied to for advice and the wrong men are appointed to fill responsible posts. The following remarks appear in The Globe of September 23rd :—“We have evidence of the incompetence of the High Explosives Department which thought it fitting to appoint as the comptroller of the shipment of oleum” (i.e., a form of sulphuric acid shipped from America) “a young man, wholly inexperienced, at a handsome salary, his only qualification apparently being that he was the son of his father. This young man was completely ignorant of the properties of oleum. His first introduction to the acid was when he was called upon to advise as to the best method of shipment.” According to the facts stated in The Globe the result of this bungling has been a loss of some hundreds of thousands of pounds to the taxpayers of this country.

This study aims to identify and classify the range of antecedents of counterproductive knowledge behavior (CKB) to provide a better understanding of their implications for addressing CKB.

The study includes three studies. Using meta-analysis (Study 1) and meta-synthesis (Study 2), the authors reviewed extant primary quantitative and qualitative studies to aggregate information on the antecedents of CKB identified to date. In Study 3, these antecedents were modeled schematically by using the matrix of cross-impact multiplications (MICMAC) analysis.

The meta-analysis and meta-synthesis (Studies 1 and 2) yielded 28 antecedents of CKB. These were categorized into five groups of characteristics, relating to the workplace, leadership, interpersonal, individual differences and knowledge. Then, in Study 3, the antecedents were categorized according to their interrelatedness and strength of effects (using four quadrants comprising autonomous, dependence, driving and linkage factors).

This study takes an integrative approach to the CKB literature, both by aggregating underlying constructs (knowledge hoarding, hiding, etc.) and in aggregating quantitative and qualitative literature. This prevents silos and integrates knowledge across a range of CKB studies. Besides, the authors reveal the relative role of antecedents by modeling them.

Although none of the new music reference books of the past year totally replaces the old stand‐bys, some significant works did appear, especially in the areas of contemporary music, opera, and classical music discography.

The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage.

Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model.

Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing.

This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC.

This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship.

This study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing.

Results revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship.

As a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions.

Organizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences.

Despite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.

The purpose of this study is to explore, understand and investigate the relationship between national culture and knowledge management (KM) process.

This study is based on systematically and objectively capturing the contents of extant research papers published by researchers in this area by using the literature review methodology.

The study demonstrates significant relationship between national culture and KM process. Further, it also provides directions for future research.

The study will help top management to understand and appreciate the impact of national culture on KM process in organization, where people from different nations are working together. The management may apply appropriate organizational interventions to manage people of different national cultures in effective manner and effective utilization of knowledge of the organization through KM process. This paper will be considered as a quick reference and resource for anyone interested in this area.

This study is a comprehensive literature review of influence of national culture on KM process. Further, it also sets the research agenda for future researchers.