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Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Based on social cognitive theory, this study aims to explore the influence of supervisor bottom-line mentality (SBLM) on employee knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior). The study first investigates the role of an ethical decision-making mechanism (moral disengagement) in mediating this relationship. In addition, it considers the possible boundary conditions to supplement research on the influence of SBLM in the knowledge management field.

The authors collected 256 data points from employees across three stages using convenience sampling. The authors then tested the proposed hypothesis using hierarchical regression and bootstrap methods.

The results demonstrated that SBLM promotes employees’ moral disengagement, leading to more knowledge territorial behavior and knowledge sabotage behavior. Furthermore, high power distance orientation among employees exacerbates the ill effects of SBLM according to the first stage of a moderated mediation model. Employees with such an orientation are more likely to respond to a SBLM by exhibiting a higher level of moral disengagement, thus increasing their knowledge territorial behavior and knowledge sabotage behavior.

Research on the influence of SBLM in the knowledge management field is limited. This study not only clarifies the relationships between SBLM and two types of knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior) but also enriches the research on the antecedents of these two types of knowledge behavior.

The purpose of this paper is to systematically review knowledge hiding (KH) behaviors in the team context. KH behavior is regarded as unethical and antisocial behavior, detrimental to team development and performance. The nature of its existence should not be allowed in team activities.

Applying a systematic literature review, this study investigated 39 related quantitative studies on KH behavior of employees in team and group contexts. This study discusses the fundamental concept of KH, analyzes current research findings, identifies relevant gaps in the team and group context and sheds light on future direction.

Findings observed that the KH phenomena had gained the interest of scholars since the year 2010. Five main research streams identified in this systematic review are role of leadership, team creativity and innovation, underlying theory, multilevel modeling and KH scale.

The value of this paper is subjected to the specific notion of KH in team background where knowledge sharing should have been promoted instead of KH. This systematic review serves as insight and recognition on the importance of mitigating KH in team. Existing current literature, future research work and trends of KH in the organization may benefit from this new and anticipated behavior within the knowledge management field.

To the best of the authors’ knowledge, this review is the first to review KH behavior in the team context.

The purpose of this paper is to systematically review knowledge hiding (KH) behavior in higher education institutions (HEIs). KH is regarded as an unethical and antisocial behavior by many scholars, which should not be prevalent in HEIs.

A two-phase analysis through quantitative scientometric analysis and qualitative systematic literature review method through the preferred reporting items for systematic reviews and meta-analyses (PRISMA) model was applied. In phase 1,174 articles were analyzed using the VOSviewer through co-word and co-citation analyses. In Phase 2, 20 related studies on KH in HEIs were qualitatively analyzed on the fundamental concept of KH. The main themes were determined based on current research findings, through the identification of relevant gaps in the context of higher education.

In Phase 1, co-word and co-citation analyses resulted in six and three clusters, respectively. Subsequently, in Phase 2, five themes were discovered: terminology of KH, scale of KH, cultural and geographical context, KH among academics and students and relevant theories. Further, discussion on the institutional factors of individuals, organizations, technology and culture is presented.

This review lays out a practical guide to facilitate HEIs in managing KH behavior among academics, employees, and students. Strategies can be planned and implemented to foster and inculcate knowledge sharing behavior to circulate knowledge while at the same time diminishing KH behavior in HEIs.

To the best of the author’s knowledge, this study is the first to review KH behavior in the context of HEIs through quantitative and qualitative analysis.

Purpose – Adapting local areas to climate change is a wicked challenge for local administrations. A participatory research is applied to explore how local experience shared by local experts can inform decision and adaptation planning by taking into account local area characteristics and their interrelationships.

Methodology/approach – We turned to local actors, who live or work in the city and who can be seen as urban experts. Their experiential knowledge has given us a better understanding of the characteristics of their communities. These experts are likely to possess a representation that reflects the local territorial sensitivities, which can help us determine how these characteristics might be impacted by climate change.

Findings – A participatory approach bears many benefits such as mobilizing local stakeholders to find collective solutions. It also allows us to focus on common practices in the urban context, which are likely to be altered by changes in mean temperatures, precipitations, etc. It offers the additional benefit of putting into perspective the relations between a variety of urban issues.

Research limitations – A participatory approach means relying on subjective assessments of the possible effects of climate change, which could challenge the relevance of perceived risks and the scope and types of actions taken.

Originality/value of paper – The number of the available adaptation planning processes involving community stakeholders and assessments of these processes is very limited. A participatory process such as the cross-sectoral initiative organized in Québec City can have significant repercussions on local engagement in climate change adaptation. This provides evidence of the potential of deliberation or interaction of territorial actors to improve their understanding of the issues and their adaptive capacity. On a methodological level, the participatory process in itself and the steps to organize it offered a planning frame that can be reproduced.

Today, education shows an urgent need for transformation to better respond to the complex and interdependent nature of current learning and social challenges we are facing. This chapter is based on the evidence of schools and district initiatives that claim for systemic change with a strong focus on wider interconnection and collaboration between learners, professionals and organizations.

Networks for Change is a programme launched in 2017 by the Barcelona Education Consortium that intends to create professional networks of schools in the city. The programme seeks a deep change in the whole system: to influence how teachers learn from one another to lead a collective transformation of schools, moving towards inclusive, significant and profound learning of all students. To achieve this, the programme articulates 25 territorial networks of schools, spread over the 10 districts in the city of Barcelona, grouping a total of 283 schools (ages 3–18), 1,700 leadership teams and 10,000 teachers. The network sessions are facilitated by one district leader, existing a team of 13 facilitators in the programme. Each school assigns an internal and volunteering leadership team that is responsible to assist to the network meetings, so as to empower internal change processes in schools.

The present study evaluates the impact of the programme on the development of territorial networks, as well as on the changes emerged in school communities. The instruments used combine a quantitative and qualitative approach including a questionnaire for teams of leaders involved in the programme, a questionnaire for teachers from schools and a focus group with programme facilitators of the 25 networks.

The main results show that the Networks for Change programme is already becoming a response to the widely contrasted need to weave sustainable relationships between teachers from different schools in the system at the same time that it is strengthening the collaborative capacities of educational actors in the city’s neighbourhoods and territories. Likewise, and to take a step further in the development of the programme, it is suggested emphasizing the increase of transversality in the networks as cross-sector collaboration, distributing the leadership of the programme through its actors and establishing direct ways for the impact to schools and their transformation. Right now, the network mainly fulfils a function of generating learning among its participants, although the desired horizon is to extend this learning to the entire ecosystem and at the same time generate systemic change in the neighbourhoods in order to enhance and document real impact on learners.

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.

The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.

Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.

This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.

The purpose of this paper is to assess the progresses made by the Potenza province in implementing #weResilient strategy, a risk-informed sustainable development policy-making action at territorial/local levels based on a structural combination of environmental sustainability, territorial safety and climate change contrasting policies; results obtained in supporting and coordinating the municipalities of the provincial territory for creating local conditions to manage risks and sustainable development with a multiscale and multilevel holistic approach based on a wide-area outlook and so contributing directly to the SFDRR Target E, SDGs 11 and 13 and to other goals and targets; The effectiveness of the accountability system on which the approach is based.

The conceptual basis: A strong governance based on multi-stakeholder and community engagement; The interdisciplinary nature of risk; Enhancing local resilience is an essential pre-condition for achieving all of the SDGs; Downscaling the experience of Potenza Province to the urban context; 10;The design: Description of #weResilient, the multiscale and multilevel approach in Local Resilience and sustainable development adopted by the Province of Potenza: the Vision and institutional commitment; the accountability; the multi-stakeholder engagement; community and people-centered iaction; the achieved results; the critical points. Description and analysis of the performed supportive actions to the municipalities with a subsidiary and wide-area approach.

A significant progress in establishing the basis for a risk-informed decision-making at local level; Further significant progresses in promoting inclusive Resilience across the provincial territory; Progress in Implementation of the Sendai Framework for Disaster Risk Reduction and disaster risk-informed Sustainable Development at local level, including in support of the 2030 Agenda, the Paris Agreement and the New Urban Agenda. Achievements and progresses made in local communities engagement; Achievements in performing actions for including communities and people in relevant institutional decision making processes, building capacities, developing capabilities, raising awareness, increasing political will and public support in local disaster risk reduction and achievement of the SDGs.

The paper is a field-testing of the implementation results of the #weResilient strategy, a risk-informed sustainable development policy-making action at territorial/local levels based on a structural combination of environmental sustainability, territorial safety and climate change contrasting policies; of the coherence of the multiscale and multilevel approach in integrating risk informed and sustainable development pathways; of the improved governance at urban level thanks to the downscaling of the strategy.

Transforming DRR and Resilience to disasters into real “structural” policy-making and actions to be implemented by coordinating territorial and urban development and land-use, with a wide area vision and holistic approach is crucial for the effectiveness of the territorial sustainable development. Moreover, participatory mechanisms can boost althe political will and consequently the related public support. The bottom-up approaches, especially when structured on well defined and clear strategies and supported by concrete actions, are a strategic tool for enhancing the institutional commitment and for enriching the implementation paths also with additional and innovative strategic solution.

In the #weResilient strategy implementation most of the efforts have been devoted to setting-up a complex system of progressive engagement having the main purpose of entrusting and engaging key-actors and community in the institutional policy-making regarding territorial and urban sustainable and resilient development. Engaging community in decision-making processes allows governments to tap into wider perspectives and potential solutions to improve decisions, services and actions. At the same time, it provides the basis for productive relationships, improved dialogue, increased sense of belonging and, ultimately, concrete better democracy.

Multiscale and multilevel holistic approaches in downscaling local well defined Resilience and Sustainable Development integrated strategies (#weResilient) provide for the best approach in terms of future growth. Setting a vision, outlining a strategy and implementing actions on those elements with multiscale and holistic approaches is key- success of every local long-term development; various worldwide leading experiences demonstrated by particularly shining governments are a tangible proof of it. So, the value of this work is to illustrate a concrete example of translation of words into actions so to provide guidance and inspiration to other worldwide governments in performing similar path.