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The purpose of this paper is to examine the links between knowledge risks, organizational performance and knowledge-intensive firms (KIFs)' sustainability.

A questionnaire was administered with a sample of 427 respondents from Lebanon. The gathered data were analyzed using SEM approach.

The empirical evidence confirms the potential role of knowledge risks in reducing the sustainability of firms. Furthermore, organizational performance was revealed to partially mediate the relationship between knowledge risks and sustainability.

The study's findings inspire managers of KIFs to use effective knowledge management practices to mitigate potential knowledge risks.

Knowledge risks and knowledge risk management are still unexplored in the literature. This paper is a pioneering study that advances the knowledge management field by emphasizing the significance of knowledge risks and their influence on the performance and sustainability of KIFs in Lebanon, a country with a culture distinct from that of Western contexts.

This study aims to assess the knowledge-sharing risks and controls in the government sector from the knowledge workers’ perspective.

This qualitative study combines two techniques. First, the study uses the Delphi technique to identify the risks and rank them. Second, the study used a follow-up interview approach to identify the needed controls to mitigate these identified risks.

The Delphi study revealed the top knowledge-sharing risks are related to organizational and individual risks. Furthermore, the study identified the top controls that needed to mitigate these identified risks from technology, process and people dimensions. The study findings suggested that implementing controls on people and processes is the most important, and the focus must be on them, especially in the government sector.

The study offers several practical implications for the government sector to establish a knowledge-sharing risks management strategy. Such study has been given little attention in previous research, especially in developing countries.

The purpose of this study is to examine the effect of knowledge risk management (KRM) on organizational sustainability and the role of innovativeness and agility in this relationship.

The study presents the results of a quantitative survey performed among 179 professionals from knowledge-intensive organizations dealing with knowledge risks and their management in organizations. Data included in this study are from both private and public organizations located all over the world and were collected through an online survey.

The results have confirmed that innovativeness and agility positively impact the sustainability of organizations; agility also positively impacts organizational innovativeness. The partial influence of KRM on both innovativeness and agility of organizations has been confirmed as well.

The paper findings contribute in different ways to the ongoing debates in the literature. First, they contribute to the general study of risk management by showing empirically its role in organizations in the given case of organizational sustainability. Second, by emphasizing the risks related to knowledge, this study contributes to emerging efforts highlighting the particular role of knowledge for sustained organizational development. Third, by linking KRM and organizational sustainability, this paper contributes empirically to building knowledge in this very recent field of study. This understanding is also useful for future development in the field of KM as a whole.

The paper lays the ground for both a deeper and more nuanced understanding of knowledge risks in organizations in general and regarding sustainability in particular. As such, the paper offers new food for thought for researchers dealing with the topics of knowledge risks, knowledge management and organizational risk management in general.

The purpose of the paper is to propose a methodology for organizations to use to assess the risk of knowledge loss should a specific employee leave. The article also proposes actions that can be taken by the organization to capture this knowledge before it is lost.

Applied research based on the systems analysis approach.

The paper finds that it is possible to create a system for identifying which knowledge is most likely to be lost and to guide an organization towards the appropriate actions for capturing that knowledge before it is lost.

The process has only been piloted on a single organization and with a limited number of subjects. However, the results are promising, and future research is focused on exploring generalizability.

The paper provides a process that will assist managers in making better decisions when allocating resources for capturing knowledge from departing individuals.

The process introduces a new social dynamic in the assessment of individuals which may have an impact on organizational dynamics.

This is a very innovative and original application of traditional risk assessment principles.

Expert systems have come to the forefront in the modeling of problems. One of the major problems facing the expert system designers is to develop an accurate knowledge base and a meaningful model of uncertainty associated with complex models. Decision-making is based on knowledge, and decision system support needs a knowledge base as well. An adequate knowledge acquisition (KA) process leads to accurate knowledge and improves the decision-making process. To manage the risk of a medical service (twin pregnancy in this case) a knowledge management system was created. The captured knowledge may be associated with an uncertainty. This study aims to introduce a method for evaluating the reliability of a tacit KA model. It assisted engineering managers in assessing and prioritizing risks. The study tried to use this method in risk management and new case in the health domain.

In this study, relevant variables were identified in the knowledge management literature reviews and the domain of expertise management. They are validated by a group of domain experts. Kendall’s W indicator was used to assess the degree of consensus. On the basis of combined cognitive maps, a cognitive network was constructed. Using Bayesian belief networks and fuzzy cognitive maps, an uncertainty assessment method of tacit KA was introduced. To help managers focus on major variables, a sensitivity analysis was conducted. Reliability of model was calculated for optimistic and pessimistic values. The applicability and efficacy of the proposed method were verified and validated with data from a medical university.

Results show that tacit KA uncertainty can be defined by independent variables, including environmental factors, personality and acquisition process factors. The reliability value shows the accuracy of the captured knowledge and the effectiveness of the acquisition process. The proposed uncertainty assessment method provides the reliability value of the acquisition model for knowledge engineers, so it can be used to implement the project and prevent failures in vital factors through necessary actions. If there is not a satisficed level of reliability, the KA project reliability can be improved by risk factors. The sensitivity analysis can help to select proper factors based on the resources. This approach mitigated some of the disadvantages of other risk evaluation methods.

The contribution of this study is to combine the uncertainty assessment with tacit KA based on fuzzy cognitive maps and the Bayesian belief networks approach. This approach used the capabilities of both narrative and computational approaches.

This paper aims to review research on the topic of knowledge risks to establish the current body of knowledge and, on this basis, to suggest some promising avenues for future research.

This study consists of a systematic review of 52 refereed articles on knowledge risks.

The findings contribute to a more holistic view of the topic and related aspects and, thus, complement the study of knowledge management. Additionally, a number of research questions are proposed, aimed at guiding and informing future research activities.

This study may not have enabled a complete coverage of all articles in the field of knowledge risks. Yet, based on the chosen research methodology, it seems reasonable to assume that the review process covered a large share of studies available.

To the best of the author’s knowledge, no systematic literature review on knowledge risks and related issues has previously been published in academic journals.

There has been increased interest in application of knowledge management (KM) in managerial issues as a way of demonstrating the field's value. There has also been an increasing focus on risk management (RM) in response to growing organisational awareness of corporate and social responsibilities. This paper seeks to contribute to the emergence of a new field of research – referred to as knowledge risk management (KRM), which applies KM tools and techniques to the management of organisational risk.

The approach takes the form of building on an empirical study of the Australian Department of Defence using case study methods.

The paper examines how conventional approaches to risk management based on decision tree methods are ineffective, and proposes and tests an alternative KRM model.

A limitation is that the paper is based on a single case study.

The model provides managers with a way to differentiate amongst risks and prioritise for action. Its main value is to reduce the cognitive bias inherent in traditional decision methods for risk assessment. The KRM model improves the accuracy of risk assessment by reducing subjectivity caused by cognitive bias.

This paper seeks to develop a model for risk management of knowledge loss in a project‐based organization in Iran.

This study uses a multi‐stage research approach. In the first stage, existing practices are examined to develop a model for risk management of knowledge loss. In the second stage, the model is evaluated by testing it in a case study. The methods integrated as the foundations of the Integrated KM and RM model are: the PMBOK risk management (RM) approach, the Fraunhofer IPK knowledge management (KM) model, and the TVA knowledge risk assessment framework.

The analytical approach includes a six‐step integrated model that manages the risk of critical knowledge in the case study. The results show that, after a year of implementing the model, the job positions facing knowledge loss were reduced by 88 percent.

The integrated KM and RM model can be used to assist the planning, establishment and evaluation of knowledge loss in projects. This helps to ensure that key issues regarding knowledge loss are covered during the planning and implementation phases of project management.

This study provides an integrated perspective of KM in project‐based organizations. It offers valuable guidelines that can help decision makers consider key issues during a risk assessment of knowledge factors in project management. Outputs of this model can prepare an extensive assessment report about the risk of knowledge loss in a project‐based organization with suggestions for preservation plans to mitigate its effects.