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This paper aims to examine how the different dimensions of project members’ intra-organizational social capital – cognitive, affective and relational – facilitate knowledge integration in project-based organizations, and how knowledge integration, in turn, impacts explorative and exploitative learning.

Based on an analysis of 129 R&D Spanish organizations, the study analyzes the interconnections between the different dimensions of social capital and how they affect to knowledge integration as antecedent of explorative and exploitative learning in project-based organizations.

Results confirm that knowledge integration is beneficial for both exploratory and exploitive learning and thus that R&D organizations may be thus ambidextrous in their knowledge management. Related to the three dimensions of social capital, only the cognitive dimension (shared vision) has a significant impact on knowledge integration. However, the analysis confirms the interconnections between the three dimensions of social capital: the relational dimension (social interaction ties) and the cognitive dimension (shared vision) have significant effect on the relational one (trust), and the relational dimension also has an influence on the cognitive dimension. The model proposed in this study thus shows an acceptable capacity to discern the different influence of the dimensions of internal social capital on knowledge integration and, subsequently, ambidextrous learning.

This paper examines the importance of intra-organizational social capital, in terms of their cognitive (shared vision), relational (trust) and structural (social interaction ties) dimensions, for explorative and exploitative learning in project-based organizations. The analysis takes the baton of previous literature where is suggested that the three dimensions of social capital are interlocked and not just need to be considered simultaneously.

The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm.

Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses.

The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge.

This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm.

Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees.

Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.

The purpose of this paper is to examine the effect of intrinsic and extrinsic motivation as determinants of the employees' knowledge transfer in the context of a Spanish non‐profit organization (named Asprona).

A case study method was used to analyze a Spanish non‐profit organization (Asprona). In this context, a qualitative and quantitative analysis with a sample of 76 people was performed using the partial least squares approach (PLS), in order to test the research hypotheses.

The research findings show that, in Asprona, knowledge transfer improves through intrinsic motivation, however extrinsic motivation is not significant on knowledge transfer. This result is interesting bearing in mind that people are involved with a non‐profit organization due to intrinsic reasons rather than for financial rewards.

This research is focused on one organization – Asprona's assistance area – and recommendations to other non‐profit organizations must, therefore, be very cautious.

Besides the importance to promote knowledge transfer through intrinsic motivation in non‐profit organizations, the authors recommend managers to design the mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers in profit organizations can find these suggestions useful in their context, due to the organization's commitment that is created by means of intrinsic motivation.

Few empirical studies have been developed in the non‐profit sector, even though it has an important economical and social role in society.

The purpose of this paper is to examine how organizational design – particularly, delegation, and extrinsic and intrinsic reward systems – impacts employees' knowledge transfer in the context of Spanish small nonprofit organizations.

A quantitative analysis using data from a sample of 105 Spanish small nonprofit organizations obtained by means of a postal survey was performed using the partial least squares (PLS) approach, in order to test the research hypotheses.

The research findings show that delegation involves a greater use of rewards and these, in turn, improve knowledge transfer. Considering the results obtained it is possible to conclude that, due to lack of technical knowledge, managers of these nonprofit organizations must delegate decision rights to qualified employees and that they should use a higher degree of rewards, both intrinsic and extrinsic, especially the intrinsic ones, to motivate employees to mutually transfer knowledge efficiently.

This research is focused on Spanish small nonprofit organizations, and recommendations to other nonprofit organizations must, therefore, be very cautious. However, this study provides empirical insights, linking organizational design and knowledge transfer in the nonprofit context.

Besides the importance of promoting knowledge transfer through an efficient and effective organizational design in nonprofit organizations, the authors recommend managers design mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers should make an effort to create an appropriate environment – by means of reward systems, especially intrinsic rewards – so that employees are committed to the mission and objectives of the organization.

Few empirical studies have analyzed the influence of organizational design on knowledge transfer in the context of nonprofit organizations, even though the nonprofit sector has reached a great importance for their economical and social role in society.

The objective of this paper is to evaluate dynamically those transactive memory processes that help to improve team results. Thus, the paper analyzes the processes by which transactive memory systems are created and we evaluate their effect on team results.

To reach this objective, a quasi‐experiment was conducted with 167 students from the School of Business in a Spanish University during 2004‐2005. This experiment consisted of a business game where students had to make decisions in 44 teams.

Transactive memory can help to understand differences in team results.

The limitations of our analysis are related to the short period of the quasi‐experiment.

For courses which involve team learning, teachers would promote some specific practices and ways to work.

This paper aims to address socio-spatial challenges facing the sustainable regeneration of the 19th-century historic covered Attaba market. One of the few remaining historic market buildings in Cairo. Understanding these challenges is crucial as there is a pressing need for these buildings to be included in the national heritage regeneration policies that would foster their role as sustainable socio-economic urban nuclei within the city center.

The paper detects the socio-spatial transformation of the Attaba market through the comparison of archival material. This is supported by observations on the current socio-spatial aspects of the market including forms of interactions, conflicts and interventions of various user groups. A number of 30 semi-structured interviews with traders of the Attaba market were conducted inside the market, along with in-depth observations carried out between 2016 and 2018. Finally, information about local policies toward the market is obtained through interviews with local officials currently managing the market, namely, the Egyptian Endowment Authority and Cairo Governorate.

The findings reveal a lack of clear regeneration policy and a complete absence of public participation in decision-making. These factors erode the crucial role these markets play in revitalizing the city’s socio-economic strength and threaten their tangible and intangible values.

The paper focuses on one of the understudied building types that, however, represent key opportunities for the sustainable development of their contexts. The paper proposes a framework that can be applied to regenerate the Attaba market and its surroundings. When tested, the framework can be also adjusted and applied to the other historic covered markets in Cairo.