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This paper aims to look at the culture of federal workers and some reasons why workers may or may not want to share knowledge among their peers. To overcome the resistance to knowledge sharing, the paper seeks to explore the benefits of having a knowledge management facilitator with experience in the social professions guiding an agency toward becoming a team learning organization. The objective is to show how cultural changes among the federal workers can enable them to participate in team learning and achieve their fullest potential in their careers and their personal lives. Through employee enrichment, federal organizations can enable their workers to achieve new goals, which in turn can promote improved efficiency, innovation, and effectiveness within the organization.

Some federal agencies have a strong KM program in place that applies the concepts involving people, processes, learning and technology as part of their culture. Others have focused on the technology aspect of KM, while resisting incorporation of the remaining elements that are necessary to sustain a knowledge‐sharing culture. Although more investigation is needed to determine each federal agency's position on knowledge management, one thing is certain – encouraging individuals to reach their fullest potential will have a beneficial impact among federal agencies and encourage knowledge sharing among the workforce.

The paper illustrates that addressing the people aspect of KM is an important step that can provide a foundation for establishing a sound knowledge management program throughout the federal government. Focusing on the individual workers, it is necessary to keep in mind the systems approach to KM and incorporate appropriate elements of the system, as individuals are encouraged to participate in the knowledge management process. The paper provides certainty that implementing a sound KM program will benefit today's federal knowledge worker and further the growth of the future knowledge worker in the 2020 decade.

The paper improves the efficiency of the federal workforce.

The paper acknowledges the federal worker's value, which instils a commitment of the federal knowledge worker and stimulates employee creativity.

The paper provides insight into the culture of federal workers and changes that can be made to improve the innovation, efficiency and effectiveness of the federal work force.

In the previous chapters, we discussed the gig economy, knowledge economy, and its characteristics of each. The concept of knowledge workers is discussed in detail and their role in the knowledge economy and in creating knowledge. This chapter will explain how the knowledge economy and gig economy are connected and how the concept of knowledge workers and professional gig workers are connected. We will differentiate skilled gig workers from low-skilled workers and their role in economic development and productivity. Furthermore, we will explain their involvement in the organisation and how they can manage them and utilise their knowledge to increase productivity. The end of this chapter will discuss the platform economy concept and explain the platform economy's aspects in detail. This chapter emphasises how working globally is facilitated by digital transformation and IT infrastructure and how managing the professional workforce will create the opportunity to connect to a variety of job demands, particularly from developed countries.

This chapter introduces human resource practices in contemporary knowledge-based organizations of today’s fast moving sectors. Such organizations are called ‘knowledge intensive firms’ (KIFs) which are distinct from traditional organizations as their main focus is innovation. These firms employ knowledge-oriented workers named as ‘knowledge workers’ (KWs) whose main task is to find creative solutions to complex problems and create new knowledge. Knowledge workers are well-educated experts and their nature of work includes complexity, creativity and analytical thinking. Such workers are the most important resource of KIFs, as they own the means of production. In this regard, attracting, retaining and motivating KWs have become crucial for knowledge intense firms to gain competitive advantage. Having these workers in hand, human resource management practices also differ in knowledge-oriented organizations. This chapter aims to introduce such contemporary practices and inform the reader about the strategies in attracting, retaining and motivating KWs in organizations.

Two primary approaches have been used to study employment brands and branding. First, there is a long history of the study of organizational attraction. Second, in the past 10–15 years, there has been growth in a hybrid stream of research combining branding concepts from the consumer psychology literature with I/O psychology frameworks of organizational attraction and applicant job search behavior. In this chapter, we take an entirely different approach and suggest that the theoretical models built around product/service brand knowledge can readily accommodate employment brands and branding without hybridizing the framework with I/O psychology. This merging of employment brand with product and service brands is accomplished simply by recognizing employment as an economic exchange between workers and employers and recognizing workers as cognitive and emotional beings that vary in their talents and have their own vectors of preferences for the employment offering. After developing a testable model of the components, antecedents, and consequences of employment brand knowledge, we review the existing employment brand and organizational attraction literature and identify multiple opportunities for additional research.

This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.

Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.

Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.

Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.

This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

Since the subject matters of human resources activities on knowledge intensive firms have been changed by coronavirus disease 2019 (COVID-19) pandemic, this study aims to analyze the impact of stock options on talent retention (knowledge worker retention) and knowledge productivity (innovation) in terms of patents, which directly affect the financial performance of knowledge intensive firms.

Drawing on agency and contingency theory to design the causality model, this study analyzes the data obtained from 227 publicly traded knowledge intensive firms in information technology (IT) and healthcare sectors. Panel data analysis is used to determine the long run causal relationship between firm innovation, knowledge worker retention and financial performance, in addition to ANOVA for evaluating firm size as a lurking variable on the effect of stock options.

The results of this study demonstrate that, when firm size is taken into account, (1) stock options significantly affect knowledge worker retention and firms' financial performance, and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation (2) firm innovation significantly affects firms' financial performance and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation; (3) knowledge worker retention doesn't have a significant impact on firm innovation and firms' financial performance. Moreover, random effect regression analysis for long-term relationships also depicts the same results: knowledge worker retention has non-significant impact on firm innovation and financial performance, but firm innovation significantly affects financial performance.

To the best of the authors' knowledge, the authors are the first to compare the effects of stock options, knowledge worker retention and firm innovation in both pre- and during-pandemic scenarios where firm size is taken into consideration.

Drawing upon social cognitive theory (SCT), the authors aimed to examine the relationship between supervisors' knowledge-oriented leadership (KOL) style and knowledge workers' performance. The authors further investigated the conditional indirect effects of KOL on workers' performance through knowledge management (KM) engagement at different levels of workers' empowerment.

The authors used a time-lagged field survey and collected data from 212 knowledge workers and their 72 supervisors working in 15 knowledge-intensive firms across Pakistan.

The results showed that supervisors' KOL positively affected knowledge workers' performance both directly and through KM engagement. Similarly, the effect of KM engagement on workers' performance was stronger for those who experienced higher levels of empowerment. Finally, the indirect effects of KOL on workers' performance through KM engagement were stronger for higher levels of empowerment.

The study provided theoretical implications, specifically in a non-Western work context where KOL is relatively less explored. Additionally, the authors examined the concept of empowerment, using SCT, as a boundary condition, providing evidence for empowerment as a contingency factor that fosters employees' performance.

Over the past years, many studies have explored the role of knowledge management (KM) in companies. KM is concerned with the measurement of knowledge to manage knowledge efficiently. On the other hand, the intangible nature of knowledge makes its measurement challenging. Furthermore, there is no standardized method to measure knowledge, and it is chiefly measured based on the subjective judgment of researchers. Moreover, New Product Development (NPD) departments in many companies strive to assess their knowledge in terms of company products and knowledge workers. Hence, this study aims to propose a product-based two-phase technique that measures the company knowledge inventory.

In the first phase, the value of knowledge is quantified relative to products, knowledge workers and the entire company using two concepts of knowledge width and depth. Then, a three-dimensional knowledge asset map (knowledge, products and knowledge worker dimensions) is designed to assess and audit knowledge workers. Finally, this technique recruits an integer linear programming model with a cost minimization objective function to optimize the supply of NPD knowledge requirements in the second phase.

This model enables managers to determine what type of knowledge can be supplied by existing knowledge workers, whether within the company or by other external sources.

Among existing knowledge measurement methods, only a few use a product-based measuring technique. However, they fail to offer suitable scenarios for managers' decision-making process and consider cost structures in measurement techniques. Hence, this paper attempts to overcome these drawbacks.

This paper aims to investigate the relationship between the use of digital applications (DAs) in the daily life of organizational workers, and the workers’ professional self-efficacy.

A hypothesis was tested that the digital literacy of organizational workers is positively correlated with their professional self-efficacy. To test the hypothesis, 300 Israeli organizational workers filled online questionnaires that assessed their daily pattern of DA usage (both during and after working hours) and their self-perceived professional efficacy. A linear regression analysis was performed to identify correlations between the frequency (one dimension) and effectiveness (three dimensions) of DA usage and the workers’ self-perceived professional efficacy (three dimensions).

The three dimensions of the DA usage effectiveness (diversity of the DA used, diversity of the means and ease of access to the DA) were significantly and positively correlated with all three dimensions of professional self-efficacy (functional autonomy, work effectiveness and personal knowledge sharing). In contrast, the frequency of DA usage was not correlated with any of the three dimensions of professional self-efficacy.

High digital literacy allows rapid and effective retrieval of specific networked content and an accessible means of multimedia communication. According to the ecological model of organizational knowledge management, knowledge develops through diverse interactions between workers and through their ability to retrieve and share knowledge. The findings of this study support this model and indicate that high digital literacy, manifested through easy access and diverse use of DA, increases professional self-efficacy and knowledge sharing and, thereby, the stability of the organization. Managers should thus encourage workers’ digital literacy by allowing convenient access to a wide range of DA, both during and after working hours, to increase the organizational ability to adapt to complex and rapidly changing environments.

DA are innovative tools that were only recently developed. This is the first study to characterize the relationship between the use of DA in daily life and the vocational behavior of organizational workers.