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Indonesian woven craft small- and medium-sized enterprises (SMEs) have encountered several difficulties in sustaining their success in the digital era. The performance of the business is contingent upon its ability to gain competitive advantage through traditional knowledge capabilities. The purpose of this research is to study the role of traditional knowledge management processes towards competitive advantage and sustainable performance for woven craft SMEs.

This research used a quantitative approach with a survey strategy. Confirmatory research was conducted to test five hypotheses to determine the causal relationship of four variables, namely, traditional knowledge management, dynamic capabilities, competitive advantage and sustainable performance. This study used a purposive sampling strategy and gathered data from 385 respondents. The sample was selected based on predetermined criteria, including operation for more than five years and entrepreneurial activity using traditional knowledge as a resource to manage product innovation. The analytical technique used was structural equation modelling with the support of the AMOS programme.

The findings indicated that traditional knowledge management processes directly affect dynamic capabilities and sustainable performance. This study also found traditional knowledge management processes play a significant role in enhancing competitive advantage mediated by dynamic capabilities. However, traditional knowledge management processes have no significant effect on competitive advantage. Hence, there is a significant effect contributed by the relationship between traditional knowledge management processes and sustainable performance. Therefore, in the context of craft woven SMEs, the higher the traditional knowledge-based capabilities, the higher their sustainable performance.

The novelty shows a direct relationship between traditional knowledge management processes and sustainable performance. This study also found traditional knowledge management processes meditated by dynamic capabilities have a relationship with competitive advantage. Traditional knowledge management processes will trigger an increase in dynamic capability which is a source of business development; those conditions will increase sustainable performance. Traditional knowledge-based capability is an antecedent of sustainable performance. The benefits of this research can be used as scientific literature regarding the link between traditional knowledge management processes, competitive advantage and sustainable performance. The results of this study can also be used as a basis for empowering traditional woven craft SMEs in Indonesia.

This study aims to examine the dynamics of traditional wayang kulit or shadow puppet knowledge management in a community-based enterprise (CBE) known as “Wisata Wayang” in Wukirsari Village, Yogyakarta, Indonesia.

A qualitative case study was adopted, which allows the author to explore the dynamics or uniqueness of an event or cultural phenomenon more deeply.

The shadow puppet is an artefact of Javanese culture with rich life philosophy and wisdom. It guides people the pursuit of harmony with themselves, others, the universe and God. The success of knowledge management of the shadow puppet at CBE was supported by the high entrepreneurial orientation of the administrators. This study showed that entrepreneurial orientation should be extended into sociopreneurial with additional aspects, including preservation mission and communality, promoting the emergence of grassroots innovations. The knowledge of shadow puppet craft in this village is passed through nyantrik, also known as apprenticeship.

No previous research has explored the dynamics of traditional knowledge management in the context of CBE in Indonesia. As Indonesia has rich traditional knowledge from hundreds of tribes and prominent communal cultures, this study of community-based knowledge management contributes new insights in the knowledge management literature.

Managing disasters using modern science and traditional knowledge systems in silos has several prospects and limitations. Despite the catalyst role of the traditional knowledge in reducing the risks of disasters and adapting to climate change, this knowledge has not featured prominently in any of the existing disaster policies and disaster science. The authors demonstrate how traditional knowledge and modern science can be integrated for holistic approach of disaster risk reduction and management.

Using qualitative research method complemented by thorough literature review, this article captures traditional knowledge and practices of communities in the Narayani Basin for flood disaster risks reduction and management and shows ways to integrate traditional knowledge and modern science for holistic approach of disaster risk reduction and management.

The authors found that traditional knowledge system and practices have worked as an alternative to modern technoengineering approaches of disaster risk reduction and management and hold immense potential to contribute against disasters; therefore, this knowledge system of the communities not only needs to be recognized, conserved and documented but also is to be incorporated into efforts to formulate effective disaster management strategies and be amalgamated with the technoengineering practices for a holistic approach so that it can ensure disaster safety and security of the communities.

The authors conducted this study collecting primary data from Narayani basin only; however, the authors believe that these practices and findings of the research may still be representative.

The practical implication of this research is that traditional knowledge system needs to be integrated with technobureaucratic knowledge of disaster management, enabling to develop a more robust and holistic approach of disaster risk reduction and management.

This research documents being extinct traditional knowledge system and empowers communities by supporting them to integrate and use both traditional knowledge and modern technobureaucratic knowledge for building communities flood resilient.

This research is based on both primary and secondary data and original in case of its findings and conclusion, and no similar research contextualizing the role of traditional knowledge system in flood disaster management has been conducted in Narayani Basin of Nepal in the past.

In the literature there is inherent lack of process‐oriented, evolutionary perspectives of organizational knowledge as it pertains to international business. To fill this gap, the aim of this paper is to draw on existing theories of the multinational corporation (MNC) and integrate it with knowledge management research to analyze key knowledge management features and dynamics of different types of MNCs. The paper aims at proposing a link between types of MNCs and knowledge management strategies applied by MNCs.

The paper uses a series of examples from MNCs worldwide to propose a knowledge management based typology of MNCs and to illustrate how they exhibit different strategic dynamics related to knowledge management.

An important stream of literature on MNCs distinguishes between two traditional models for established MNCs, originally described as ethnocentric and polycentric models. A common theme in these studies propose that dramatic changes in the competitive environment has reduced the effectiveness of traditional MNC approaches, highlighting the need to move toward network‐based structures. Building on the evolutionary perspective of MNCs, the paper suggests a third type of MNC characterized by a virtual infrastructure based on an e‐business model. The paper argues that this type may be more appropriate for organizing managerial activities across organizational and national boundaries in the new web‐based knowledge economy.

The paper suggests that whereas traditional MNCs invite for management interventions based on centralized economies of information, it makes more sense to manage networked MNCs as integrated learning organizations and e‐business based MNCs as boundary‐less virtual communities of practice.

The paper develops a new typology of multinational corporations based on key features and dynamics related to knowledge management. The paper distinguishes between traditional MNCs, knowledge networks and MNCs as e‐businesses. It particularly addresses strategic, technical, organizational and human dimensions of knowledge management and how these differ in the three MNC models.

The purpose of the paper is to improve traditional knowledge management models in light of complexity theory, emphasizing the importance of moving away from hierarchical relationships among data, information, knowledge, and wisdom.

Traditional definitions and models are critically reviewed and their weaknesses highlighted. A transformational perspective of the traditional hierarchies is proposed to highlight the need to develop better perspectives. The paper demonstrates the holistic nature of data, information, knowledge, and wisdom, and how they are all based on an interpretation of existence.

Existing models are logically extended, by adopting a complexity‐based perspective, to propose a new model – the E2E model – which highlights the non‐linear relationships among existence, data, information, knowledge, wisdom, and enlightenment, as well as the nature of understanding as the process that defines the differences among these constructs. The meaning of metas (such as meta‐data, meta‐information, and meta‐knowledge) is discussed, and a reconstitution of knowledge management is proposed.

The importance of understanding as a concept to create useful metaphors for knowledge management practitioners is emphasized, and the crucial importance of the metas for knowledge management is shown.

A new model of the cognitive system of knowledge is proposed, based on application of complexity theory to knowledge management. Understanding is identified as the basis of the conversion process among an extended range of knowledge constructs, and the scope of knowledge management is redefined.

This paper aims to propose a model of production management that integrates knowledge management, as a third dimension, to the production and work dimensions and to identify factors that promote a favorable context for knowledge sharing and results achievement in the production operations shop floor environment.

The model proposed is built from opportunities identified in the literature review.

The factors in the model integrate its three main components: knowledge management, production organization and work organization, providing a representation of the dynamics of the workplace and shop floor environment.

The proposed model and its factors allow managers to better understand and to improve the organization activities, because it integrates knowledge management with the production organization and work organization components of traditional models.

Literature acknowledges the role of knowledge as competitive advantage, but it is still dealt in an implicit way within the traditional models of production management. This paper proposes a model and factors that provide a favorable context for tacit knowledge sharing and results achievement in the production operations shop floor environment. The model explicitly integrates knowledge management with traditional models' components.

The purpose of this paper is to explore a case study in Washington State, USA where traditional stories (“oral tradition”) are being used in a contemporary context. Traditional knowledge is a system of experiential knowledge acquired through the continual observation of and interaction with the environment. This form of knowledge is still held by many societies and can provide an important contribution in emergency management for natural hazards. Those holding traditional knowledge can assist in understanding the nature of local hazards, suggest appropriate risk reduction and response mechanisms, and even give options for recovery based on past experiences.

The paper first discusses the nature of traditional knowledge and how it can contribute to emergency management. It then goes on to investigate a particular case study where a traditional Native American story has been combined with contemporary methods of hazard mitigation to create an educational video for tsunami hazard.

Traditional knowledge can be used effectively to undertake hazard education and enhance response to warnings. The video, titled “Run to Higher Ground!”, is an example of this, and has been readily taken up by indigenous communities and the general population (both in the USA and internationally) as an educational tool.

The paper will be of value to those working within the emergency management sector, and is particularly useful for communities who need to respond to warnings.

Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

Sambalpuri Bastralaya Handloom Co‐operative Society Limited (SBHCSL), or “Bastralaya”, is a rural community‐based cooperative enterprise in the Western province of state Odisha in India. Weaver‐members are self‐employed in a home‐based weaving system and use their tacit traditional knowledge and expertise. Undertaking a case study of this enterprise, the purpose of this paper is to explain traditional knowledge management process of the community.

A total of 40 respondents from among enterprise employees, members of weaving and sales branches, members of government/ non‐government agencies were interviewed/ observed. A qualitative research method called “narrative enquiry” was used to restory and interpret respondents' data and stories gathered from the field study. Analysis of documents was also a method used.

For management of knowledge processes, Bastralaya focuses on creating members' skills and knowledge, i.e. creation of contextual skills and knowledge, in addition to existing generic tacit knowledge; building members' competence and capturing new knowledge; crystallizing new knowledge for customer‐focused design and organizational learning; and finally, knowledge preservation and internalization. Community weavers inherit traditional weaving knowledge across generations and learn informally through interaction, observation, socialization, co‐operation and apprenticeships in the natural settings of the co‐operative enterprise system.

In the light of knowledge management models, this paper explains the process of knowledge preservation and dissemination in rural weaving community enterprises and can also be used to understand rural micro enterprises.

This chapter explores the traditional and evolving practice of preservation. Traditional preservation practices are traced throughout history. Current practice is described as a foundation from which to understand evolving practices. Traditional preservation has historically focused on tangible assets that take a tangible form we can all see and touch. The traditional practices are compared to the evolving practices of knowledge and intangible resources. The chapter examines why, what, how, when, where we preserve, and who preserves to understand the transition in progress today. The authors make the case that shifting the traditional focus from preserving for the past and evidentiary reasons to preserving for the future to support business challenges is crucial. The authors also tie the need to refocus on historical impediments and challenges to knowledge use and reuse in practical business environments.