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The purpose of this paper is to apply the self‐efficacy model to compare knowledge‐sharing activities in the Open Source community versus those in a traditional organization.

Current literature on tacit knowledge sharing and information about the Open Source community is synthesized in the study with research concerning self‐efficacy formation. The knowledge‐sharing literature is applied in the paper to the self‐efficacy model.

Through a synthesis of different streams of literature, the paper concludes that the self‐efficacy model serves as a useful framework for better understanding the effects of context on tacit knowledge sharing. Furthermore, it is concluded that the Open Source community may provide an ideal set of subjects to whom the model can be applied.

Only propositions are offered, and the conclusions are suggestions for future research. The self‐efficacy model has been successfully applied to other areas of research in early stages (e.g. entrepreneurship) and provides a valid, tangible framework that allows many research possibilities.

The self‐efficacy model is practical and usable in a real‐world situation. A software manager (or other manager) can easily look at the inputs and outcomes of the model and see where he/she could positively affect tacit knowledge sharing.

This paper takes a highly valid and respected model and applies it to individual tacit knowledge sharing, a field in which little cross‐discipline work is done. This paper bridges a central organizational behavior/psychological theory with knowledge management research.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This paper argues that by shackling the future of work to a vision of full employment, alternative futures are closed off. At present, employment creation is seen as the sole route out of poverty. Here, however, we reveal that a complementary additional pathway is to help people to help themselves and each other. To show this, evidence from a survey of 400 households in deprived neighbourhoods of Southampton and Sheffield is reported. This reveals that besides creating job opportunities, measures that directly empower people to improve their circumstances could be a useful complementary initiative to combat social exclusion and open up new futures for work that are currently closed off.

This study aims to examine how leadership identity manifests at the individual and collective levels within a relational training context among a group of multicultural higher education students.

This is a case study and examines the interactions among eight multicultural students through the theoretical lens of leadership identity development (LID) theory.

The main findings of this study suggest that LID manifests through an open will and intensifying motivation to the collective impulse of achieving shared goals through nurturing the collective cognition to integrate diverse perspectives and a broadening view of leadership as a collective capacity for co-creation and generativity.

Although the paper builds on a case study with a limited number of participants and the ability to generalise its findings is partial, the study may provide practical applications for training leadership in other collaborative contexts and supporting it at the individual and collective levels.

The LID theory and LID model have been applied simultaneously to a training lab to examine how LID manifests among a multicultural group of higher education students. The lab emphasises a participatory leadership-oriented pedagogy.

The current study was conducted to increase our understanding of factors that influence the employability of university graduates. Through the use of both qualitative and quantitative approaches, the paper explores the relative importance of 17 factors that influence new graduate employability.

An extensive review of the existing literature was used to identify 17 factors that affect new graduate employability. A two‐phase, mixed‐methods study was conducted to examine: Phase One, whether these 17 factors could be combined into five categories; and Phase Two, the relative importance that employers place on these factors. Phase One involved interviewing 30 employers, and Phase Two consisted of an empirical examination with an additional 115 employers.

Results from both the qualitative and quantitative phases of the current study demonstrated that 17 employability factors can be clustered into five higher‐order composite categories. In addition, findings illustrate that, when hiring new graduates, employers place the highest importance on soft‐skills and the lowest importance on academic reputation.

The sectors in which employers operated were not completely representative of their geographical region.

The findings suggest that, in order to increase new graduates’ employability, university programmes and courses should focus on learning outcomes linked to the development of soft‐skills. In addition, when applying for jobs, university graduates should highlight their soft‐skills and problem‐solving skills.

This study contributes to the body of knowledge on the employability of university graduates by empirically examining the relative importance of five categories of employability factors that recruiters evaluate when selecting new graduates.

The purpose of this paper is to conduct a structured review of the literature on the factors affecting the strategic thinking of an organization. This study offers some theoretical insights by analysing the divergent or analogous views of authors on these factors by analysing the empirical studies carried out in the literature.

An empirical method of conducting a structured literature review has been adopted in this study. Theory context characteristic methodology framework and meta-analysis are the methodologies applied to analyse the different empirical studies conducted in the literature and determine the variation or similarities in the views of authors over the same factor based on their effect sizes. This study analyses over 45 different empirical studies in the literature conducted on the factors affecting strategic thinking.

This study explains how the factors have been similarly or differently explained by the authors in the literature. This analysis gives a better understanding of the factors affecting strategic thinking and quantitatively amalgamates the current empirical studies carried out in the literature. The effects sizes generated for each factor helps in determining the homogeneous or heterogeneous nature of the factor.

The study is limited only to analyse the homogeneity or heterogeneity of the factors affecting strategic thinking at an organisational level. This study can be further extended by analysing the type of effect these factors have on the strategic thinking of the organisation.

The findings of this study identify the homogeneity or heterogeneity of the factors affecting strategic thinking in an organisation. This helps the top management to concentrate on these factors, which might develop a strategic thinking nature in the organisation, leading to the better formation of strategies, and successfully implement them in their businesses.

The study fills the unattended gaps in the literature by analysing the homogeneous and heterogeneous nature of the factors affecting the strategic thinking of an organisation.