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The purpose of this paper is to identify the critical factors that impact knowledge sharing (KS) and their importance in technology-intensive service organizations in the United Arab Emirates (UAE).

An extensive literature review was conducted to identify the critical factors for KS in technology-intensive organizations. Then, an analytical hierarchical process (AHP) was applied to prioritize the primary criteria and sub-criteria. This study consists of nine primary criteria and 34 sub-criteria that are relevant to KS in technology-intensive organizations.

The results show that organizational leadership (OL) is the most important factor that impacts KS in technology-intensive organizations, which is followed by organizational culture (OC), organizational strategy (OSY), corporate performance (CP), organizational process (OP), employee engagement (EE) and organizational structure (OST). According to the results, the least impactful factor is human resource management (HRM).

Because the results in this study were only obtained from service organizations, future studies can include manufacturing organizations from different countries and additional success factors. Future studies could also use structural equational modelling methodology for better understanding the relations among these critical factors for KS.

This paper is one of the first in the UAE to examine the broad range of critical success factors for KS in technology-intensive organizations.

The purpose of this paper is to identify areas and issues for management to consider in balancing specialization and commonalization in large manufacturing corporations with multiple brands from a strategic R&D and manufacturing point of view.

Three global manufacturing corporations from the automotive sector are used as a strategic sample composing three sequential clinical research projects. The data come from complementary data-gathering methods combining documents and interviews and workshops with top executives, project leaders, platform managers and product brand managers, thus enabling triangulation.

The study shows that managing manufacturing corporations with multiple brands is not just on a scale between full specialization and full commonalization but instead has its own logic of categorizations and portfolio formations. In order to develop the value of the brand portfolio, management must simultaneously embrace and address a number of highly integrated corporate values and highly differentiated brand company values.

This study contributes primarily by relating economy of scale in relation to the need for differentiation of products and brands that have different values, customers and market positions. A model for balancing commonalization and specialization provides several opportunities for further research and development; however, generalizations are issue and context specific.

The critical issues in balancing how to deal with specialization and commonalization in a company with multiple brands are explored and summarized in a framework for the practitioner to use in analyzing a real situation.

Previous literature focuses on the maximization of synergies within one brand, missing the specific dynamics of large manufacturing corporations with many entities, such as individual products and brands. This paper adds knowledge regarding how to balance synergies from commonalization with important objectives to preserve the specialization and distinctiveness of each product brand.

This purpose of this paper is to identify and prioritize the critical factors impacting knowledge sharing (KS) in technology-intensive manufacturing organizations in the United Arab Emirates (UAE) and to propose a decision-making framework for KS.

Analytical Hierarchical Process method is used to identify these critical factors impacting KS in technology-intensive manufacturing organizations in the UAE.

Results show that organizational leadership and culture are the most critical factors impacting KS in the technology-intensive manufacturing organizations.

The data are collected from technology-intensive manufacturing organizations in the UAE; therefore, these cannot be generalized to other locations. Future research in different countries is required.

To implement successful KS practices in technology-intensive manufacturing organizations, it is essential that all impacting factors and sub-factors are well understood within the organizations.

This study is among the first studies in the region that presents a comprehensive framework for KS in manufacturing sector.

Reviews the latest management development across the globe and pinpoints 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.

Is it possible to purposefully create a community that increases organizational performance in a technology‐intensive organization? In large companies, technical knowledge is dispersed over individual specialists, business units and locations. For that reason, knowledge sharing and mutual learning among organization members is important for the short term effectiveness and long term survival of any organization. This study of communities of practices (CoPs) at Rolls‐Royce shows that CoPs are a valuable structure for technology and knowledge management, although never fully under managerial control.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

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.

Human resource management (HRM) practices must take an ambidextrous approach because of changing work environments and challenges. Ambidextrous practices in HRM fall in the domain of developing expertise for complex environments and reducing ambiguities in present turbulent times. Dual-oriented ambidextrous human resource practices (AHRP) can promote employee innovation performance. Drawing on social exchange theory to explore the impact of AHRP on employee innovation performance, this paper examines the mediating role of inclusive leadership style.

Data were collected through a questionnaire from employees of three Fortune 500 Chinese companies from the telecom, electronics and automotive sectors with temporal separation in two waves. The final sample constituted 276 useable responses.

Results indicate that ambidextrous HR practices have a significant impact on innovation performance, and an inclusive leadership style mediates this relationship, together explaining a 27.8% variance.

This paper examines the effect of dual-oriented AHRPs in the emerging markets context as a guide to best practices for managers to employ ambidexterity in HRM to enhance employees' innovation performance by enhancing both commitment as well as cooperation simultaneously.

The aim of this paper is to highlight the importance of different technological aspects of organizations for Spanish firms' performance through organizational learning and corporate entrepreneurship (where organizational innovation is essential).

The relationships studied are confirmed empirically using a structural equation model to demonstrate the hypotheses. The sample was selected from the database Dun & Bradstreet España for 2003, obtaining 201 Spanish firms. CEOs were the main informants.

The results show that the support adopted by top managers will directly influence the organizational learning process, technological distinctive competencies and corporate entrepreneurship. Technological distinctive competencies are also supported by organizational slack resources, technological skills and a technological infrastructure. Finally, corporate entrepreneurship influences organizational performance.

The paper is exploratory in character, and its goal is to show whether interrelations exist between the variables. The main limitations are: the sectors chosen refer only to Spain; the analysis performed is cross‐sectional; and a single method and self‐reports are used.

The paper shows that to obtain perfect adaptation of the firm to its environment, it is crucial that managers develop corporate entrepreneurship, especially innovation, to improve high‐technology sector firms' performance.

The paper seeks to stimulate new lines of research regarding technological distinctive competencies, organizational learning and corporate entrepreneurship and to relate them to other constructs, observing their repercussions for the firm.

The purpose of this paper is to identify individual variables with an impact on knowledge sharing and explore the under-discussed construct of employees’ ignorance. This can enhance the knowledge-sharing process and facilitate the development of greater intellectual capital.

Eighty-four dependent variables affecting knowledge sharing are analyzed and classified into 11 categories. In addition, the direct effect of employees’ ignorance on knowledge sharing is introduced and empirically investigated in a case study of a multinational organization operating within the aerospace and defense industry.

The findings suggest that employees’ ignorance may negatively affect their intention to share knowledge, thus leading to poor decision-making and communication in organizations. Employees’ ignorance could also limit the organizational ability to repel external threats, implement innovation and manage future risks.

A classification scheme based on different categories of employees’ ignorance is developed, providing tailor-made recommendations for practitioners facing different types of ill-informed organizational scenarios. Further, the need to shift the emphasis away from the management of knowledge to the management of ignorance is also an important contribution of this paper.

This study aims to investigate the effects of open innovation (OI) and big data analytics (BDA) on reflective knowledge exchange (RKE) within the context of complex collaborative networks. Specifically, it considers the relationships between sourcing knowledge from an external environment, transferring knowledge to an external environment and adopting solutions that are useful to appropriate returns from innovation.

This study analyzes the connection between the number of patent applications and the amount of OI, as well as the association between the number of patent applications and the use of BDA. Data from firms in the 27 European Union countries were retrieved from the Eurostat database for the period 2014–2019 and were investigated using an ordinary least squares regression analysis.

Because of its twofold lens based on both knowledge management and OI, this study sheds light on OI collaboration modes and highlights the crucial role they could play in innovation. In particular, the results suggest that OI collaboration modes have a strong effect on innovation performance, stimulating the search for RKE.

This study furthers a deeper understanding of RKE, which is shown to be an important mechanism that incentivizes firms to increase their efforts in the innovation process. Further, RKE supports firms in taking full advantage of the innovative knowledge they generate within their inter-organizational network.

The evolution of electronic information technologies in a Midwest state in the USA are discussed and this evolution is compared to national trends for processing information. Information management technologies are now in the third stage of evolution. Over the next five years, the technology for handling information will fully integrate voice, data, and video technologies. This integration has profound implications for how organizations manage its enactment and how organizations will adapt to their internal and external environments. In order to manage these enactments and adaptations, a new way of planning is required. Traditional “bottom up” and “top down” planning methodologies must be integrated into a planning method that defines the knit between information system architectures and resources with corporate policies and business plans. The article presents a model of this integrated planning approach for practitioners and policy makers who are responsible for designing organizational systems.

This study aims to minimize the research gap by finding out what are the current state of knowledge management (KM) in the Chinese private science and technology organizations, the essential factors for promoting KM behaviors and the role of knowledge-oriented leadership in determining employees’ KM behaviors. Specifically, this research attempts to create a theoretical framework, which can be used to facilitate KM implementation in general, in the Chinese context in particular.

Semi-structured interviews with executives, senior managers and specialists were used to capture interviewees’ responses to the research question. The responses were analyzed with Nvivo to detect the obstacles of KM behaviors within Chinese private science and technology organizations.

This study highlights that poor KM behaviors are caused by knowledge-oriented leaders’ weak awareness of the KM values, and also these leaders are not equipped with the necessary knowledge-oriented leadership skills. As a result, there is a lack of knowledge sharing and knowledge inheritance. To respond to the identified KM related issues, while maximizing the KM values, some effective countermeasures focusing on the strategic, managerial as well as operational levels are proposed.

There is a need for knowledge-oriented leaders to recognize the growing significance of KM practices, and to increase the level of awareness of KM values. To achieve such ambition, they need to build a corporate knowledge culture, which promotes knowledge development, application, preservation, sharing and inheritance.

This study contributes to deepening the understandings of the linkage between knowledge-oriented leadership and KM behaviors, which is of great significance to promote the soft power of KM on employees’ attitudes and behaviors.