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The purpose of this paper is to clarify the conceptual confusion in the extant literature about organizational agility and explore its role in different relationships in the context of digital transformation.

An integrative review of the relevant literature on agility was conducted. The literature on organizational agility and other variables in recent quantitative research was also examined to explore its role in different relationships.

Organizational agility is the ability to quickly respond and proactively embrace unanticipated changes in dynamic environments through effective resource reconfiguration and rapid decision-making. The role of organizational agility in achieving digital transformation has not been addressed from a holistic conceptual perspective. This paper addresses that gap and proposes that organizational agility is the underlying mechanism for an organization to fully use and engage its workforce, operation and network in the process of digital transformation.

This research is an integrative review of the existing literature on the concept of agility and its relationships. The next phase of research needed for theory building will be the operationalization of constructs.

Organizations should strive to strategically develop both the reactivity and proactivity sides of organizational agility in achieving digital transformation that involves fundamental changes at different levels of the organization.

This paper explores the role of organizational agility in digital transformation through an integrative review of the relevant literature.

This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions contribute to improved performance. Very little research evaluates whether the learning also creates new knowledge related to the task or the team itself.

The proposed model is evaluated through a mixed method research design around a team problem-solving experiment. Task- and team-related team mental models are elicited using concept mapping and questionnaires and are measured before and after the experiment. The model is evaluated in engineering teams from the USA and France.

The findings confirm the proposed model; team psychological safety and team learning positively impact team knowledge creation for both task- and team-related knowledge.

This research has theoretical, methodological and practical implications. The team psychological safety model is expanded, team learning is evaluated from the team interactions instead of members’ self-assessments and team knowledge is measured dynamically. Developing team psychological safety and creating team learning opportunities positively impacts the team’s knowledge.

The purpose of this paper is to explore the government and private sector collaboration by focusing on their roles in influencing the innovation activities crucial for the development of a knowledge economy (KE) in Bahrain.

A qualitative methodology based on an explorative single multi-unit case study strategy was used with individual and focus group interviews as primary sources of data collection. Perspectives of 22 individuals and three focus groups involving participants working in private, semi-government and government sectors that influence the economy of Bahrain were collected along with reports and articles published regarding those sectors as second sources of data compilation.

The preliminary findings show that Bahrain’s pursuit of a KE has already begun by the government developing policies and regulations for the financial sector to innovate in financial technology (FinTech). It was also found that in order for innovation processes and products to be developed further in Bahrain, the government had to play a stronger role in promoting, facilitating and incentivizing those processes and developments. The role of the private sector emerged as the sole producer of innovation and the main entity responsible for producing innovative products and services that would inject direct values into the commercial economy of the innovation ecosystem.

This is the first study that examines the influence of collaboration between the government and the private sector on innovation development in Bahrain. This research also provides an assessment tool that can serve as the groundwork for studies in the Gulf Cooperative Council countries since those countries share similar culture, language, religion and a hydrocarbon-dependent economy as Bahrain and are aiming to develop KE strategies.

The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team members have on the antecedents of team psychological safety are analyzed.

The core of the sequential explanatory mixed method research was an experiment with nine teams from a single engineering organization (three teams from each the USA, France and Thailand). Team learning behaviors were analyzed from the conversations between team members. Team psychological safety was analyzed through a quantitative instrument and one-on-one structured interviews with each team member.

The results showed that the original model is confirmed for the teams from the USA and France but not confirmed for teams from Thailand. The thematic analysis of the one-on-one interviews highlights important differences between teams from the USA and France on the one hand and teams from Thailand on the other hand when it comes to the role of the team manager and the views that team members have on the diversity between them.

This research confirms that the concept of team psychological safety, and its impact on the way teams learn, needs to be adjusted if it is to be applied to teams in countries with national cultures different from those prevalent in the West. The implications are that researchers who develop theories in the social sciences field should evaluate how cultural differences impact their models, and that managers who implement learning and solutions should take national cultural differences into consideration.

Many scholars and practitioners claim that a supportive organizational culture can enable the successful implementation of knowledge management (KM) technology initiatives. However, little empirical research has been conducted to define the key organizational culture attributes that support more effective application of KM technologies. In this study, the 44 cultural attributes of the organizational culture profile (OCP) and the knowledge management technology profile (KMTP) instruments were used to identify and rank the most critical organizational culture attributes that promote knowledge sharing and KM technology implementation success. Data were collected from 26 US organizations that were implementing KM. The results of the data analysis revealed sufficient evidence to establish a correlation between specific cultural attributes and the successful implementation of knowledge management technology and knowledge sharing.

The purpose of this paper is to determine whether there is a relationship between improving the management of projects and the use of knowledge management (KM). Additionally, this paper sought to determine if KM practices in use by practitioners of project management are significant in terms of improving the management of projects, as well as the impact of these KM practices in use by practitioners on improving the management of projects.

A main research question supported by seven research hypotheses were postulated. A survey was used to collect data from 99 project managers randomly selected from the list of worldwide members of the project management Institute (PMI).

The findings reveal the influence of KM on the improvement of the management of projects. The KM practices and tools mostly used by project managers are presented.

This study is the first one of the type that tries to identify and to demonstrate the relationship between the fields of KM and project management through the collection of data among project management practitioners.

This case study aims to present the implementation of knowledge management (KM) in the Ministry of Health (MoH) of the Kingdom of Bahrain. The Ministry is a very complex environment and it is suffering from information overload. The health care industry is a very intensive knowledge field where experience and tacit knowledge play an important part in delivering efficient health care to the nation.

The paper takes the form of a case study conducted by people involved in the implementation of the KM initiative at the MoH and by the observation and interviews conducted by external researchers.

The paper finds that the implementing of KM had many positive impacts on the MoH in terms of planning and decision making. Even though it is difficult to create a knowledge sharing culture in an environment under pressure involving medical and administrative staff, the initial KM initiatives implemented at the MoH of Bahrain are believed to be the start for a serious and comprehensive KM drive within the Ministry in the coming few years.

The lessons learned from this case can help other health organizations to better understand the barriers and enablers associated with implementing a KM initiative in a complex environment.

This paper aims to present a general framework for fostering research collaboration and knowledge flow between university and industry in Thailand.

With the aim of comprehending complex interactions of the university‐industry (U‐I) linkage, the adopted research methodology for collecting data is based on a combination of various approaches, such as qualitative methods encompassing in‐depth interviews, researcher participations and various documents analysis.

A framework (Government, University, Industry and Networks: G‐U‐I‐N) was developed encompassing the main factors that could make U‐I relationships more successful in Thailand. Knowledge management is an important enabler of this framework.

This paper presents the various elements (enablers) necessary for an emerging country, such as Thailand, to establish or strengthen successful collaboration and research projects between universities and industries in order to remain competitive.

The purpose of this paper is to provide reinforcement for ITIL V 2.0 implementation process through knowledge management principles embedded in enterprise management‐engineering framework (EMEF).

EMEF has been amended to include knowledge management (KM) activities that are imperative for a melioration of ITIL implementation. The framework of four domains has been documented in detail. Additionally, the three major amendments of structure, architecture, and context have been suggested for a configuration management database (CMDB) to comply with KM principles.

There are strong indications that implementing ITIL by following the system‐thinking approach may add and sustain competitive advantage. This may be achieved through the leveraging of knowledge, improvement of core competencies, and fostering a customer‐consciousness approach. The apprehension of knowledge continuum components, and the differentiation between knowledge types, are critical for fortifying the ITIL process path and supporting the decision‐making process throughout ITIL implementation. The four layers of the integrative management domain will significantly contribute to the tuning of operational misalignment between IT and business, and the betterment of the employee and processes effectiveness. The similarities found between ontology objects and CMDB configuration items will raise CMDB information to a higher level of conceptualization.

This paper will be valuable for ITIL customers, decision makers, and implementers by providing a more complete framework allowing organizations to attain effectiveness, efficiency and innovation throughout ITIL implementation.