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To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.

An opinion paper based on consulting and research experiences of the authors.

Organizations that consider the two missing capabilities have witnessed significantly improved knowledge management programs compared with when the capabilities were missing from their agenda. In addition to the two missing capabilities, the third capability – protection capability – may need due attention.

The two missing capabilities can be further investigated as important constructs. The two capabilities complement and augment their peer capabilities (creation, transfer, storing, retrieving and applying). The intricacies of the missing capabilities and the known capabilities need to be further studied.

If an organization neglects the two capabilities, the benefits of their knowledge management program will be limited. Organizations can cultivate the two missing capabilities effectively and efficiently by following the suggestions of the paper.

This is the first paper that discusses the two missing knowledge management capabilities exclusively and connects their role and importance to known capabilities.

Based on the perspective of knowledge management capability, this paper aims to reveal the internal mechanism of the digital empowerment of mobile social platforms to improve the operational performance of Chinese traditional retail enterprises. Such improvements have crucial theoretical value and practical implications for Chinese traditional retail enterprises to achieve transformation and sustainable development.

This study applied the typical analysis method, selected China’s leading mobile social platform, WeChat, as a typical case, and observed and analyzed the public data of the traditional retail industry and social platforms and interviews with relevant enterprises. On this basis, this study used the inductive and deductive methods of qualitative research to conduct an in-depth analysis of the mechanism by which WeChat’s digital empowerment improves the operational performance of Chinese traditional retail enterprises. It also discussed the critical role and path knowledge management capabilities play in this mechanism.

This research demonstrated that mobile social platforms empower Chinese traditional retail enterprises to build diversified digital channels, enhance the knowledge acquisition capability of enterprises and thus improve their performance; empower Chinese traditional retail enterprises to build digital community networks, enhance the knowledge diffusion capability of enterprises and thus improve their performance; and empower Chinese traditional retail enterprises to integrate online and offline businesses, enhance the knowledge integration capability of enterprises and thus improve their performance.

This study clarifies the internal mechanism of how the digital empowerment of mobile social platforms can improve the performance of Chinese traditional retail enterprises. This mechanism implies that knowledge management capabilities (knowledge acquisition, diffusion and integration capability) are the underlying logic for Chinese traditional retail enterprises to achieve higher performance levels. This has important practical implications for managers of Chinese traditional retail enterprises to leverage the digital infrastructure of mobile social platforms to achieve the sustainable development of enterprises.

This study provides an in-depth analysis of how the traditional retail industry uses digital social platforms to improve operational performance from the perspective of knowledge management capabilities, which can further promote the theoretical research and practical development of digitalization and knowledge management. At the same time, this study explored the research on the operational performance of Chinese traditional retail enterprises from the perspective of knowledge management capabilities and expanded the research on knowledge management in related fields. The authors have initially sorted out the impact of knowledge management capabilities on the operational performance of Chinese traditional retail enterprises in the digital era. This will help better understand the role and function of knowledge management in strategic transformation and expand the application of knowledge management theory.

In the landscape created by digital transformation, developing the ability to adapt and innovate by absorbing and generating new knowledge has become a strategic priority for organizations. The theory of dynamic capabilities, especially from a knowledge-based perspective, has proven particularly useful in studying the phenomena of transformation and change. Moving from this premise, this paper aims to map the state of research and to define guidelines for the actualization of dynamic capabilities theory in the digital transformation era.

A structured literature review of 75 papers, using descriptive, bibliographic and content analysis, was performed to analyze the evolution of dynamic capabilities in the context of digital transformation.

Studies concerning knowledge-based dynamic capabilities for digital transformation have been clustered into five main research areas: the micro-foundation of dynamic capabilities for digital transformation; dynamic capabilities for value creation in digital transformation; dynamic capabilities for digital transition in specific industries; dynamic capabilities for “data-driven organizations”; and dynamic capabilities for digital transformation in SMEs and family firms. A future research agenda for scholars in strategic management is presented.

A conceptual framework and a future research agenda are presented to highlight directions for this promising research field concerning the renewal of dynamic capabilities in the context of digital transformation.

The originality of the paper lies in the conceptual framework aiming to systematize current research on knowledge-based dynamic capabilities for digital transformation and to provide a new conceptualization of digital dynamic capabilities, clarifying how organizations create and share knowledge in the era of digitalization.

Knowledge management in any organization is important in enhancing the organization’s performance. This study aims to explore the influence of knowledge management capability on organizational performance with the mediation role of opportunity recognition and the moderation effect of environmental dynamism.

This study used an effective and well-developed survey to collect data from 387 managers working in different service organizations in the Kingdom of Saudi Arabia. Further, SmartPLS software was used for data analysis.

The outcomes confirm that knowledge management capability is directly and indirectly (via opportunity recognition) related to organizational performance. Environmental dynamism moderates the linkage between knowledge management capability and opportunity recognition, as well as between opportunity recognition and organizational performance.

This study provides a valuable and novel managerial and theoretical approach for management to improve firm performance with the help of knowledge management capabilities, opportunity recognition, and environmental dynamism. The findings of this paper can be implemented not only in the service sector but also in the production sector. Future studies can use this conceptual framework in different countries with the current data. Moreover, other analytical approaches can be used to check the variability of these findings.

This study contributes to connecting research gaps in the literature and advancing insights into how knowledge management capabilities affect organizational performance. The study explores the mediating role of opportunity recognition and environmental dynamics as moderators between knowledge management capability and opportunity recognition and between opportunity recognition and organizational performance.

This paper sets out to integrate research on knowledge management with the dynamic capabilities approach. This paper will add to the understanding of dynamic capabilities by demonstrating that dynamic capabilities can be seen as composed of concrete and well‐known knowledge management activities.

This paper is based on a literature review focusing on key knowledge management processes and activities as well as the concept of dynamic capabilities, the paper connects these two approaches. The analysis is centered on knowledge management activities which then are compiled into dynamic capabilities.

In the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage, and exploitation. These activities are assembled into the three dynamic capabilities of knowledge development, knowledge (re)combination, and knowledge use. The dynamic capabilities and the associated knowledge management activities create flows to and from the firm's stock of knowledge and they support the creation and use of organizational capabilities.

The findings in the paper demonstrate that the somewhat elusive concept of dynamic capabilities can be untangled through the use of knowledge management activities. Practicing managers struggling with the operationalization of dynamic capabilities should instead focus on the contributing knowledge management activities in order to operationalize and utilize the concept of dynamic capabilities.

The paper demonstrates that the existing research on knowledge management can be a key contributor to increasing our understanding of dynamic capabilities. This finding is valuable for both researchers and practitioners.

The purpose of this research is to identify and clarify the important variables in knowledge management capabilities that affect product/service innovation in entrepreneurial companies in Jordan.

A five-point Likert scale questionnaire was designed for measuring knowledge-based (infrastructural and dynamic) capabilities and product/service innovation in entrepreneurial companies in Jordan that specialized in information and communication technology. A questionnaire was distributed to 297 individuals in 40 companies, and only 202 questionnaires were completely filled and returned by the entrepreneurs at King Hussein Business Park and Al Hassan Business Park. Structural equation modeling was applied to statistically test the research hypotheses.

The research findings showed that knowledge-based infrastructural capabilities are a prerequisite for knowledge-based dynamic capabilities. On the other hand, knowledge combination capabilities have a statistically significant mediating effect between knowledge based infrastructural capabilities and product/service innovation.

This research contributes to the literature by studying and investigating the key variables in knowledge management that affect product/service innovation and by providing a comprehensive understanding of the knowledge management capabilities and innovation in entrepreneurial companies. This research provides academicians with a framework for better understanding of the different factors of knowledge management capabilities and how they affect product/service innovation.

The aim of the study is to analyze how knowledge spillovers and knowledge management capabilities affect the innovation capabilities of hospitality sector companies in crisis environments.

A survey was completed by 63 hotel directors based in Portugal, gathering data on knowledge spillover, knowledge management capabilities and innovation capabilities. Two multiple linear regression models were used to estimate the impact of knowledge spillovers and knowledge management capabilities on innovative capability.

It has been concluded that knowledge spillovers work as external benefits of knowledge creation, increasing the innovation activities of companies in the hospitality sector, which reinforces that knowledge spillovers help to enhance innovation capabilities. The study's results show that it is essential for companies to manage knowledge. It also concludes that effective knowledge management facilitates the exchange of knowledge required in the innovation process. Knowledge spillovers improve the performance of innovation in companies through the development of new insights and innovation capabilities.

This research was carried out in a period of crisis. As expected in a troubled period, the results are extremely volatile. This study's sample is composed of Portuguese hospitality companies.

This research provides valuable insights into the overflow of explicit and tacit knowledge in the hotel industry. Moreover, this study offers new insights into the mediating role of knowledge management capability in the relationship between a hotel's knowledge overflow and its innovation performance.

This research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility. Knowledge management capabilities and organisational ambidexterity have long been considered factors influencing the aforementioned relationship. In order to assess this, the authors build on dynamic capabilities as the main theoretical lens through which to examine.

Structural equation modelling (SEM) is the main methodological approach used in this research. A structural model was developed and tested based on 215 survey responses collected from managers of organisations in continental Europe.

The results indicate that BDA capabilities are a significant antecedent of an organisation's strategic flexibility. This relationship, however, is influenced by knowledge management capabilities and ambidexterity.

Managers wishing to properly exploit the potential of big data should invest in the elaboration of knowledge management processes across their organisation. This strategy can foster strategic flexibility.

Previous research has explored the theoretical links between big data, knowledge management and strategic flexibility. However, little attention has been paid to the quantitative investigation of the phenomenon.

The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.

The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.

The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.

The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in‐depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.

The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.

Prior research often utilizes composite measures when examining the knowledge management‐organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.