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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Teams with greater cognitive diversity are more like to engage knowledge sharing. Teams that share knowledge have greater team innovation. Diverse teams are more effective at knowledge sharing in a team climate that encourages and creates space for knowledge sharing practices.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to trace and understand informal knowledge sharing networks for various competencies in project teams. This will help establish a baseline and thereby enable further knowledge management interventions to be outlined.

Two project teams were identified for this study. While one of the teams had a semi‐structured knowledge management system already in place, the other had not adopted any knowledge management practices. The knowledge network analysis was rolled out for both the teams for the competencies that they were working on. This was more of an exploratory study. The results are compared across both the teams and inferences are made on the knowledge networks for the teams.

The various measures involved in social network analysis can help from a knowledge management perspective to: identify experts; provide indicators to the extent of knowledge sharing for various competencies; and baseline current knowledge management practices in a team.

This methodology would not be very feasible for large teams with more than 500 people.

This is a very useful diagnostic tool for managers to know more about the knowledge sharing dynamics in their teams. This may help them design interventions to build the capabilities of key team members along specific knowledge areas.

The paper provides indicators on the capability of the teams and their knowledge repositories based on the interactions between them.

Drawing on job demands and resources theory and the challenge-hindrance stressor framework, this study aims to investigate the effect of team knowledge complexity on team information sharing and information searching and examine whether team learning goal orientation mediates these effects.

The authors conducted two studies. Study 1 used a field survey study conducted among 374 employees positioned in 68 new product teams. Study 2 used a three-wave online survey study conducted among 208 leaders to investigate the teams they managed.

The findings of the two studies reveal that team knowledge complexity has a positive direct effect on team information sharing and information searching. Furthermore, team learning goal orientation mediates these two relationships.

The findings indicate that team knowledge complexity is generally beneficial for the team information process. Therefore, instead of fearing an increase in the knowledge complexity of the projects, organizations should dare to present challenge demands to team members to enhance their engagement in information processing. Organizations could also pay attention to team member selection during team composition processes. For example, selecting team members with a high level of learning goal orientation is helpful in facilitating team information processing.

Although previous studies have found that knowledge complexity is beneficial for team output, less is known about how knowledge complexity influences team processes. This study clarifies the relationships between team knowledge complexity, information sharing and information searching and examines team learning goal orientation as a vital mediator.

This study aims to explore the influence of social interaction processes on transactive memory system (TMS) practice, the mediation of knowledge integration to the relationship between TMS and team performance and the moderation of team psychological safety to the relationship among TMS, knowledge intentions and team performance.

The authors collected data from a sample of 366 team members from 55 research and development (R&D) teams in Taiwan and conduct the analysis using the partial least squares method.

The results of this study indicate that social interaction processes have a positive effect on a TMS; a TMS can foster team performance, but knowledge integration mediates the relationship between the TMS and team performance; and team psychological safety can moderate the relationship between the TMS, knowledge integration and team performance.

Existing studies not only fail to explore the influence of social interaction processes on a TMS practice but also lack empirical analyses to explore knowledge integration as a mediator and team psychological safety as a moderator. This study fills that gap by developing a model that includes these types of relationships and suggests the importance of the TMS in the context of R&D.

Although the literature has somewhat discussed social capital and knowledge sharing, the mediating and moderating mechanisms that influence team workers to move from connecting with one another to building social capital and consequently engaging in knowledge sharing still remain largely understudied. For that reason, this study aims to develop a holistic research framework that links social capital to knowledge sharing with positive affective tone as a mediator and hypercompetition as a moderator.

Drawing upon the social capital theory and the affective events theory (AET), this study proposes a research framework to assess how social capital factors influence knowledge sharing with the mediation of positive affective tone and the moderation of hypercompetition in high-tech teams. This study obtains survey data based on 330 questionnaires of working professionals from 66 high-tech teams in Taiwan, in which each team comprises four members and their team leader.

The empirical results of this study show that social interaction, shared vision and trust are positively related to knowledge sharing via the mediation of positive affective tone. Moreover, hypercompetition has positive moderating effects on the relationships between social interaction and positive affective tone as well as between trust and positive affective tone.

This study expands the previous literature to study through what mediating mechanism the effects of different social capital factors on knowledge sharing can be effectively realized and whether there exists any critical moderator that influences these effects.

The purpose of this paper is to study how the software outsourcing teams, namely, vendors, transfer effective knowledge to enhance team performance; it reports on a study of transactive memory system (TMS) theory and makes deep analyses and discussions about the influence of the cooperative behaviors of TMS on software outsourcing team’s performance under the framework of three behavioral characteristics dimensions – specialization, credibility and coordination.

This paper is an empirical study based on investigation interviews to 28 software outsourcing teams and data of questionnaire surveys on 124 software outsourcing teams; structural equation model is used to test the data we collected.

This paper finds that both credibility and coordination have a significantly positive impact on knowledge transfer and project success, whereas specialization has a significant negative impact on project success. The results of data analysis show that TMS is an effective coordination mechanism.

The conclusion of the study can help us understand the coordination mechanism of knowledge transfer in software outsourcing team and provide theoretical support and paradigm reference for vendors in China to accumulate knowledge and improve the success rate of projects in the context of software project development.

This research aims to study the relationship between trust and knowledge sharing intention. Furthermore, the overarching objective of this study also determines the moderating effect of Perceived Behavioral Control on this relationship.

Structural Equation Modelling (SEM) was applied using Smart PLS 3.3 to analyze the data.

The results of this study reveal that Perceived Trustworthiness and Propensity to Trust positively affect Explicit and Tacit knowledge sharing intention. Perceived behavioral control was also found to positively moderate the relationship between perceived trustworthiness and tacit knowledge sharing intention.

This study has provided evidence that trust among the construction project team members leads to an increase in the knowledge sharing intention among project team members.

The purpose of this study is to extend the existing literature on knowledge management, which generally focuses on knowledge sharing. The model of this article explains how knowledge creation and team performance can be increased through the integration of social and technological factors

To empirically test the model, multi-wave and multi-source data were collected from 80 teams whose members use social media as a tool for communication and interaction.

The analysis results provide insights into some interesting findings. The results show transactive memory system (TMS) as an important factor that can significantly contribute to knowledge creation in teams. Especially, the TMS strengthens the significant positive effect of enterprise social media (ESM) and insignificant positive effect of knowledge complementarity on knowledge creation. Furthermore, knowledge creation is found to be a significant predictor of team performance

Much of the knowledge management literature focuses on the ways to increase the quantity of accessible knowledge to organization members. Such knowledge management studies are more relevant to knowledge exchange among individual employees, teams and organizations. However, this study takes a nuanced approach to explore how knowledge creation can be increased in teams by implementing a knowledge integration mechanism. A general model of knowledge creation is proposed, but the strength of this model lies in the moderating effect of TMS which strengthens the effect of knowledge complementarity and ESM on knowledge creation in teams which eventually increases team performance.

The paper aims to understand how knowledge-intensive teams can develop and enhance their team absorptive capacity (ACAP) level, by exploring whether individual and organizational factors are complements or substitutes for team ACAP.

The study applies a configurational approach using fuzzy-set qualitative comparative analysis to identify combinations of individual and team factors that are associated with team ACAP. Data were gathered through a survey among 297 employees of four medium-sized Dutch firms, working in 48 functional teams.

The primary finding is that knowledge-intensive team ACAP depends on a triad of complementary factors: team members’ individual ACAP, factors that enable knowledge integration and factors that motivate knowledge integration. Underdevelopment of one or more factors leads to lower team ACAP.

The study contributes to the discussion on the locus of knowledge-creation and enhances understandings of why knowledge-intensive teams differ in knowledge processing capabilities. It suggests future research on cross-functional teams in new ventures and large firms.

The paper informs managers and team leaders about the factors that determine knowledge-intensive teams’ ACAP, enabling them to develop team-specific strategies to increase their teams’ performance.

The study takes a holistic perspective on knowledge-intensive team ACAP by using a configurational approach. It also highlights the potential of team-level research in the knowledge management literature for both researchers and practitioners.

The purpose of this paper is to study the adoption and diffusion of technology including SAAS software and cloud computing for facilitating knowledge management (KM) in product innovation based on understanding of consumer behavior. Technopreneurship can drive sustainable product innovation by studying the patterns of consumer behavior. Sharing of consumer intelligence on cloud using SAAS is being used by several companies to drive innovation such as call centers in South Asia. However, there is no understanding role of knowledge management for understanding consumer behavior for product innovation.

The methodology uses case method of action research technique coupled with grounded theory development. Further, the study uses interpretive structural modelling (ISM) technique for interpreting the results for understanding consumer behavior patterns for enabling product innovation.

The findings suggest that enhancement of creative design based on consumer's study can lead to sustainable product development. The findings revealed that consumer behavior patterns embedded in the firm's intelligence captured in KM portal including customers' preferences and choices that can be developed into products. Knowledge management facilitated flexible manufacturing process, optimized capital expenditure using agility principles as per the study. Techniques and processes such as reactive scaling top down and bottom up and applying flexible APIs (Application Programming Interface) allowed the efficient automation of infrastructure orchestration and resource allocation. The involvement of vendors’ knowledge base facilitated creation of market ready product offers leading to sustainability.

The implications include the adoption of inter-disciplinary and inter country understanding of knowledge management application for understanding consumer behavior to lead to sustainable product development.

The scope and scale of technology entrepreneurship include the application of knowledge management for consumer behavioral studies that have huge contributions to make product development sustainable using greener planet, purpose and product (3P model).