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The COVID-19 pandemic showed that public bodies need to develop their services in an innovative way. However, as a result of numerous difficulties and barriers, employees in such agencies are hesitant to innovate. Knowledge sharing and an innovative culture are factors that can help raise innovation. However, empirical evidence is inadequate to demonstrate this claim, especially in the government sector. Thus, the aim of this study is to conduct an empirical analysis to study the impact of knowledge sharing and innovative culture on the service innovation of the United Arab Emirates’ (UAE's) government agencies.

The data were obtained from government institutions in the UAE. The analyses were based on 193 responses retrieved from a survey questionnaire sent to 221 government agencies. The authors used structural equation modelling (SEM) and statistical package for the social sciences (SPSS) to test the proposed hypotheses and do a preliminary study analysis.

The findings indicate that knowledge sharing has a significant and positive effect on service innovation. The innovative culture also moderates the relationship between knowledge sharing and service innovation.

These results provide information that is useful to decision-makers and managers in government agencies by emphasising the importance of effective knowledge sharing and innovative culture in improving service innovation in these entities. These relationships amongst knowledge sharing, innovative culture and service innovation may provide a clue regarding how government agencies can promote knowledge sharing and innovative culture to sustain their innovation performance.

Private-sector organisations are concerned about factors that enhance innovative activities as one of the factors of development, improvement and enhancement of competitive advantage. However, in government, especially in the UAE, research into the role played by innovation remains uncommon, particularly in the role of knowledge sharing and innovative culture in building service innovation. Because of this, it was important to do research on this topic to close the gap and provide evidence to back it up.

This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined.

The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis.

Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established.

The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization.

The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture.

The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.

This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business intensity.

The study draws on survey data from a random sample of 231 remote workers across the USA. The analysis and empirical validation of the research model used partial least square.

The results demonstrate a positive association between remote work and employee productivity. In addition, the findings present empirical support for hitherto anecdotal evidence regarding the impact of remote work on innovation. In particular, the study notes that knowledge sharing and digital business intensity amplified the positive relationship between remote work and employee productivity. The results further revealed that the positive link between remote work and innovation was stronger in the presence of knowledge sharing.

The study contributes to the ongoing inquiry into remote work by drawing on the knowledge-based view as an underlying lens to understand the consequence of remote work. Identifying knowledge sharing and digital business intensity as moderators of the linkage between remote work and employee productivity is an important contribution, especially when researchers and practitioners are trying to understand the business value of working remotely. Furthermore, to the best of the authors’ knowledge, this study is the first to identify knowledge sharing as a key mechanism that strengthens innovation outcomes in a remote work environment.

There is an assumption that innovative culture is considered to contribute to improving human resource management (HRM) practices. However, very little is known about this topic as well as innovations within the context of the government sector. Based on that, this study aims to investigate, theoretically and empirically, the impact of innovative culture on HRM practices with the moderating role of knowledge sharing in this association.

The data was obtained from government agencies in the United Arab Emirates (UAE). This study used structural equation modelling to test the proposed hypotheses and SPSS to perform a preliminary analysis.

The findings show that innovative culture significantly and positively affects HRM practices. Moreover, knowledge sharing plays an important moderating role between innovative culture and HRM.

The findings have several theoretical and practical implications. The study provides useful insights into the significance of innovative culture and knowledge sharing in stimulating HRM. The findings will help government agencies improve their employees’ capabilities by customising knowledge sharing and creating a culture that supports innovative activities within their agencies.

Private-sector organisations are concerned about factors that enhance innovative activities as one of the factors of development, improvement and enhancement of competitive advantage. However, in government, especially in the UAE, research into the part played by innovation remains uncommon, particularly into the role of knowledge sharing and innovative culture in enhancing HRM practices. To the best of the researchers’ knowledge, this is one of the pioneer studies to examine the impact of both innovative culture and knowledge sharing on HRM in a government environment context.

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

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.

The purpose of this study is to empirically investigate the mediating role of knowledge management (KM) in the linkage between organizational factors, namely, organizational culture (OGCUL) and leadership and management support (LMS) and innovation in medium- and large-scale manufacturing firms in Ethiopia.

A sample of 200 firms has been used to gather data using simple random sampling and to test the proposed hypotheses. Structural equation modeling and cross-sectional design were used to analyze the data using LISREL 8.80 SIMPLIS program software tool.

Organizational factors (i.e. OGCUL and LMS) are positively associated with KM and innovation. KM constructs, namely, knowledge sharing, knowledge conversion and knowledge storage, have a significant positive influence on innovation. Knowledge sharing mediates the relationship between organizational factors and innovation.

This study has three potential limitations: first, this study is based on a cross-sectional research design. Future research should include longitudinal design to get in-depth insights into the causal inferences. Second, only a few Ethiopian medium- and large-scale manufacturing firms were included in the sample. As a suggestion for future research, other researchers can include small-scale enterprises using large sample sizes and should examine the effects of organizational factors, KM and innovation across different industries. Finally, this study has only focused on investigating the mediating role of knowledge sharing between organizational factors and innovation. Future research should test the mediating role of the KM process and its constituents (knowledge acquisition, knowledge conversion, knowledge sharing and knowledge storage) between organizational factors and specific aspects of innovation to gain a full understanding of the critical role of KM in organizational innovation.

The findings of this study would serve as a guide for policy-makers and managers of manufacturing firms in developing countries in the formulation of policies and long-term strategies. It may also provide a better understanding of the causal relationship between organizational factors, KM and innovation, which in turn has value to directors and managers in manufacturing firms in developing countries as a reference for building a good OGCUL, serving as practical guidance for effective leadership and providing organizational or management support. Specifically, the findings would have the following practical implications: first, firms need to have a combination of KM processes (such as acquisition, storage, sharing and conversion). In practice, developing countries such as Ethiopia have based their innovation strategy on knowledge and technology acquisition through encouraging foreign direct investment. It is not in doubt that Ethiopia has been benefiting from the strategy as a lot of foreign companies have opened their subsidiaries in the country. However, in the authors’ view, more emphasis on knowledge acquisition strategy would not take a firm a long time to sustain its innovative activity because it is likely available to firms operating in the same industry, as well as it may hurt a firm’s competitive advantage. In addition, by its nature, knowledge may not be retained for future use; it may expire soon. Second, the current highly impulsive and rapid change in the business environment changes the way firms have to operate and deliver products or services. Knowledge (both tacit and explicit) is a resource that can provide a competitive advantage if used well for the intended purpose. In real practice, firms often face challenges in determining where to get knowledge from and how to value or manage it. Besides, knowledge can be obtained from three sources: knowledge can exist in individuals’ minds (skills, experience, ideas and insight); knowledge can dwell in a group, which we can call collective knowledge (a team of scientists or researchers); and knowledge can be embodied in an organization's systems, tools, procedures, policies, etc. Knowledge cannot be a valuable resource unless it is obtained and used in designing or producing a product or service. To integrate knowledge with business strategies, there should be a platform or framework that helps to manage it properly. Firm managers, policy-makers and other concerned bodies would consider the three sources of knowledge to foster innovative activities and obtain a competitive advantage. In addition, the authors recommend more emphasis be placed on firm-specific factors (such as OGCUL, leadership, management support and KM) to enhance the innovative capacity of a firm. Finally, the most critical issue to be raised while designing an innovation strategy would be employees’ willingness and passion to collaborate with others to develop new ideas, share ideas or implement policies. As knowledge resides in individuals’ minds, the knowledge holder should have a passion to share it with those working with him or her. In practice, knowledge sharing depends extremely on the passion and voluntariness of the two parts: knowledge provider and receiver. Therefore, firm managers would design a platform on how to motivate individuals to share their skills, experience and ideas with others through providing incentive packages, punishment and commitment. In this regard, the authors believe that the results would help individuals who are in the position to manage or regulate the manufacturing sector in designing innovation policies, KM policies or technology management policies and business strategies.

This study provides new empirical insight into the relationships between organizational factors (such as OGCUL and LMS), KM and innovation in a large sample of firms. To date, the empirical research on these relationships has been mainly limited to descriptive case studies (Chen and Huang, 2009; Zack et al., 2009; Donate and Guadaumillas, 2011), and there is thus a lack of empirical evidence with large samples of firms. Furthermore, there is a scarcity of studies investigating the relationship between organizational factors, KM and innovation in developing countries, especially in Ethiopia. This paper intends to fill this gap and nurture future research studies in the area.

This study aims to examine the relevant but overlooked intervening role of knowledge sharing and innovation capability between digital leadership and open innovation. This study hypothesizes that top management knowledge value (TMKV) can strengthen the relationship between digital leadership and knowledge sharing. In line with the resource- and knowledge-based views, the serial mediation model explains how organizations can achieve open innovation through knowledge sharing and innovation capability development under digital leadership.

The research hypotheses were tested with survey data collected in four different rounds, separated by three to four weeks each, from 250 employees working in telecom and IT companies. The statistical analyses relied on the PROCESS macro, which enabled a simultaneous estimation of the direct, mediation and moderated mediation effects that underpin the proposed theoretical framework.

Results showed good support for the serial mediation model. TMKV was found a significant factor to improve knowledge sharing among employees.

The role of leadership is inevitable in the journey of organizational performance, and digital leadership has become a significant phenomenon in this regard. To achieve open innovation, organizations need digital leadership that induce knowledge sharing and innovation capability.

This study contributes to extant research by explaining how digital leadership induces knowledge sharing and innovation capability to achieve open innovation that is highly important to compete and outperform the rivals.

Chapter 6 focuses on cultures of collaboration and explains how collaborative cultures are essential to developing networked intelligence in any organization. The authors explain how collaborative cultures relate to three critical business processes: trust, risk, and critical thinking. The chapter addresses how important collaborative cultures are to developing these capabilities in knowledge organizations and the knowledge economy. How collaborative cultures help organizations to become more resilient and adaptable to the hyperdynamic change at the core of the knowledge economy is also explained. And how collaborative cultures help organizations to maintain and sustain their business performance in chaotic environments is also addressed.