Humanistic Leadership for Organizational Learning Capability: Integration of Maqashid Syariah and Knowledge Management

Purpose: The study aims to investigate how knowledge management (KM) practices impact JS among Moroccan employees, while also exploring the mediating role of organizational commitment (OC) in this relationship. Theoretical framework: The study draws upon established theories in KM, job satisfaction (JS), and OC. It suggests that effective KM practices can enhance JS and that OC acts as a mediator in this relationship. Design/Methodology/Approach: This study employs a deductive approach and quantitative research design to explore the relationship between KM practices and JS in Moroccan SMEs. Data from 175 respondents were analyzed using linear regression with the assistance of the SPSS statistical software. Findings: Effective KM practices positively impact job satisfaction (JS) in Moroccan SMEs. Additionally, organizational commitment (OC) acts as a mediator between KM practices and JS. Implementing successful KM strategies and fostering employee commitment can enhance JS in Moroccan SMEs. Research, practical & social implications: The study's implications highlight that implementing effective KM practices in Moroccan SMEs can have far-reaching benefits, including increased JS, enhanced productivity, improved talent attraction, and positive contributions to socio-economic development, emphasizing the significance of KM for organizational success and broader societal advancement. Originality/Value: The originality of this study lie in its examination of KM practices specifically within Moroccan SMEs. By focusing on this context, the study provides unique insights into the challenges and opportunities faced by these organizations, offering practical implications and recommendations that can contribute to the development of tailored KM strategies for similar SMEs in Morocco and beyond.

Purpose The purpose of this study is to advance the understanding of innovation offshoring by integrating knowledge management (KM) practices. It aims to identify how KM contributes to strategic offshoring, sourcing decisions for innovation and the utilization of knowledge-intensive business services. By doing so, it seeks to provide a framework that enhances both theoretical insights and practical applications in the field of innovation offshoring. Design/methodology/approach This study uses a tri-method approach – bibliometric analysis, co-citation analysis and text mining – to examine the intersection of innovation offshoring and KM. Data from Web of Science (WoS), analyzed using Leximancer and Bibexcel, reveal key KM practices, such as absorptive capacity and knowledge-sharing, that enhance offshoring-driven innovation. Integrating KM with global sourcing strategies is shown to manage complexities, lower transaction costs and boost innovation performance. Addressing the limitations of prior single-method studies, this research presents a structured KM-offshoring integration framework, mapping the thematic interconnections between KM practices and global sourcing strategies to enhance innovation performance and cross-border knowledge transfer. Findings This study finds that effective KM practices are crucial for optimizing innovation offshoring strategies. Key KM elements such as internal knowledge creation, absorptive capacity and knowledge-sharing routines significantly enhance innovation outcomes. The integration of KM practices with global sourcing strategies helps firms manage complexities, reduce transaction costs and improve innovation performance by leveraging global talent and resources. Research limitations/implications The study’s reliance on data from the WoS and the Association of Business Schools journal ranking may introduce selection bias, limiting the generalizability of findings. Future research should incorporate additional databases such as Scopus to validate the results. Moreover, the study predominantly uses bibliometric methods, which could benefit from being complemented by qualitative analyses to provide deeper insights into KM practices in innovation offshoring. Practical implications For practitioners, this study underscores the critical role of KM in optimizing innovation offshoring strategies. Effective KM practices enable firms to capture, share and use knowledge efficiently across global operations, mitigating the risks associated with geographical and cognitive distances in offshoring arrangements. Social implications The integration of KM in innovation offshoring has significant social implications. By effectively managing knowledge, firms can contribute to the development of global knowledge economies, promote cross-border collaborations and support the growth of local talent pools. This can lead to increased innovation, economic development and the creation of high-value jobs in emerging markets. Originality/value This study is original in its comprehensive approach to examining the intersection of innovation offshoring and KM. It provides valuable insights into how KM practices can enhance innovation performance in global sourcing contexts. The findings contribute to both academic literature and practical applications, offering a nuanced understanding of the strategic role of KM in innovation offshoring.

Purpose– Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance.Design/methodology/approach– The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance.Findings– The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance.Originality/value– This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.

Under the globalized and fiercely competitive external environment, manufacturers have to enhance the organizational learning capability to cope with the challenge of Environmental Education. In addition to developing and cultivating the knowledge management capability, manufacturers have to co-develop, share, and spread relevant knowledge among different bodies in the external network. The theoretical relationship among manufacturers’ knowledge management in global manufacturing network, knowledge management in supply chain network, and organizational learning capability is proposed in this study, and the moderation effect of Environmental Education is further discussed. Based on 2013 International Manufacturing Strategy Survey VI (IMSS VI) of 463 manufacturers in 22 countries and regions. The empirical research results are concluded as below. (1) Manufacturers’ knowledge management in global manufacturing network and knowledge management in supply chain network present remarkably positive effects on the organizational learning capability. (2) Manufacturers’ knowledge management in supply chain network shows mediation effects on the relationship between knowledge management in global manufacturing network and organizational learning capability. (3) Environmental Education reveals notable moderation effects on the relationship between manufacturers’ knowledge management in supply chain network and organizational learning capability.

In the dynamic landscape of higher education, the enrichment of college teachers is pivotal for fostering effective learning environments and promoting student success. The paper investigated the impact of knowledge management (KM) practices on the professional development and enrichment of college teachers. Drawing upon a synthesis of existing literature and empirical studies, this research elucidates the mechanisms through which KM practices contribute to the enhancement of teaching quality, innovation, and collaboration among college faculty. It explores how institutional policies, incentives, and recognition systems can incentivize teachers to actively engage in knowledge creation, dissemination, and continuous professional development activities. Moreover, the study examines the challenges and barriers associated with implementing KM practices in college settings, such as resistance to change, time constraints, technological barriers, and cultural factors. It proposes strategies and best practices for overcoming these challenges and fostering a culture of knowledge sharing and collaboration among college teachers. The findings suggest that effective KM practices play a crucial role in enriching college teachers by enhancing their teaching effectiveness, fostering innovation and creativity, promoting interdisciplinary collaboration, and facilitating continuous professional development. The article concluded with recommendations for policymakers, educational leaders, and practitioners to leverage KM practices for the continuous enrichment and professional growth of college teachers, thereby enhancing the quality of higher education and student learning outcomes.

Background: This study intends to investigate the relationship between organizational ambidexterity and knowledge management practices, with a focus on travel and tourism industries specifically. The research is conducted using a descriptive-correlation approach and involves 72 businesses located in Qom, Mashhad, and Tehran. A total of 369 managers and personnel from these organizations participated in the study, providing valuable insights into the dynamics of knowledge management and its impact on organizational learning and ambidexterity within the tourism sector. Methods: In this study, descriptive-correlation research methodology was used. Data were collected through a questionnaire distributed to 369 managers and personnel from 72 tourism organizations. The questionnaire focused on assessing the participants' perspectives on knowledge management strategies, organizational learning capability, and organizational ambidexterity. This quantitative approach allowed for the examination of relationships and mediation effects within the specified variables. Findings: The results of the study show substantial correlation between organizational ambidexterity, learning ability, and knowledge management techniques. It was found to be fascinating that the relationship between organizational ambidexterity and knowledge management strategies in the tourism setting was partially mediated by organizational learning capacity. Conclusion: In conclusion, tourism companies should place a high priority on implementing both explicit and tacit knowledge management strategies in order to attain structural ambidexterity. Effective HRM procedures as well as the advancement of knowledge management and information technology infrastructures must serve as the cornerstones of these strategies. Encouraging learning, unlearning, relearning, experimentation, and knowledge sharing are pivotal for enhancing organizational learning capability and, consequently, achieving organizational ambidexterity. This study underscores the need for a holistic approach that integrates human and technological elements to foster a dynamic and adaptable organizational structure in the tourism sector.

Purpose– The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance.Design/methodology/approach– To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires.Findings– Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC.Research limitations/implications– Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions.Practical implications– HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance.Originality/value– This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

Purpose While the relationship between knowledge management (KM) and innovation has been extensively studied, the dynamic processes that transform existing knowledge assets into innovative outputs remain underexplored. This study aims to investigate how organizations can cultivate continuous innovation by strategically leveraging their knowledge assets. It examines the perspectives of KM professionals on the systemic connections between KM and the development of innovation capacity. Design/methodology/approach A qualitative, inductive methodology was adopted, involving 46 interviews with KM experts and a web ethnography of two KM-focused Facebook groups. A thematic analysis approach was utilized for data analysis. Findings The results reveal three key interrelationships between KM and innovation, emphasizing the transformation of existing knowledge stocks into continuous innovation flows rather than isolated events. This process is facilitated by adaptive spaces that promote idea exchanges and strategic learning, stimulating knowledge-based innovation. Effective KM practices foster collaboration, accelerate time to market and enhance organizational flexibility, all of which are essential drivers of innovation. As continuous innovation catalyzes organizational renewal, and competitiveness, the findings underscore targeted mechanisms for developing intellectual capital into ongoing value-creation cycles. Originality/value This study offers a distinctive contribution by illuminating the mechanisms through which KM strategies transform latent knowledge into sustained innovation capacity. It addresses a critical gap by capturing the experiences of KM practitioners in leveraging strategic knowledge to foster innovation within adaptive enterprises. The findings provide fresh theoretical and practical insights into how purposeful KM approaches can systematically enhance organizational learning capabilities and generate impactful innovation outcomes.

There is an examination of the role of knowledge management (KM) in firm behaviour and performance. The following literature review also provides insights for managers and policymakers on the importance of implementing effective KM practices to enhance firm performance. The previous literature for this study finds that effective KM practices positively impact several aspects of firm performance, including innovation, productivity, and profitability. Additionally, it shows that the impact of KM on performance is stronger in firms with a culture that values and encourages knowledge sharing and collaboration. Overall, this review contributes to the existing literature on KM and firm performance by providing empirical evidence of the positive impact of KM on both financial and innovation performance. It also highlights the importance of considering the level of KM implementation, the extent of KM practices, OL, and OC when examining the relationship between KM and firm performance.

This study investigates the understanding of knowledge management (KM) for knowledge management systems (KMS) implementation for efficient KM practice in two mobile telecommunications (MT) companies in Namibia. Using a mixed-methods approach, the study employed convergent parallel design via parallel sampling techniques to gather insights. Three hundred and twenty-nine questionnaires were disseminated via online surveys using simple random sampling from 1,584 employees. The questionnaires returned were then accepted based on the comprehension of KM concepts for KMS implementation to introduce KM practice. Quantitative data was subjected to descriptive analysis using SPSS. Qualitative data underwent thematic analysis using Atlas TI. The findings of this study show that Namibia's two MT companies stand to gain significant advantages by implementing KM practices based on their understanding and implementation of KM. By enhancing their KM capabilities, these companies can leverage this organisational knowledge (OK) to drive innovation and adequately meet the demands of a fiercely competitive, knowledge-based society (KBS). This article is of significant value to KM scholars, professionals, decision-makers, and policymakers as an introductory guide to the comprehension of KM for KMS and how they can facilitate effective KM practices within Namibia.

This study investigates the dual impact of knowledge management (KM) practices within higher education and their application in sustainable smart hydrological ecosystems, aimed at fostering green innovation. By leveraging data collected from university students and faculty regarding KM practices, alongside environmental data from hydrological sensors and monitoring systems, this research bridges educational insights with environmental sustainability. The study utilizes radial basis function networks to analyze complex, multi-source data, including real-time environmental parameters and knowledge dissemination metrics within educational institutions. The findings reveal how effective KM practices within higher education can influence broader environmental sustainability outcomes, particularly in enhancing the resilience of hydrological ecosystems. This integrated approach underscores the potential of AI-driven KM systems to contribute significantly to both educational excellence and global green innovation efforts.

The telecommunication industry is rapidly developing along with the development of technology infrastructure. These conditions force telecommunications companies to improve the company's performance to be able to grow a competitive advantage over other competitors. This study aims to identify important factors in improving company performance. The data in this study were collected from 290 questionnaires filled out by workers from one of the government-owned telecommunications companies, which were divided into several units within one Directorate of Finance and Risk Management. The data obtained in the process using the PLS-SEM data analysis technique with an exploratory approach. This study found the relationship between organizational trust and organizational performance was found to have a positive and significant influence, the relationship between leadership and organizational performance was found to have no influence. The relationship between organizational trust and organizational learning capability was found to have a positive and significant influence. organizational trust was found to have a positive and significant influence on knowledge management. Leadership was found to have a positive and significant influence on Knowledge Management. knowledge management had a positive and significant effect on organizational learning capability. organizational learning capability was found to have a positive and significant effect on organizational performance. knowledge management has a positive and significant effect on organizational performance. In indirect relationship found organizational learning capability and knowledge management are essential in mediating the relationship between organizational trust and leadership. The results in this study can be used as references and suggestions for both the company and further researchers.

Purpose– The purpose of this paper is to analyze whether knowledge management (KM) practices trigger environmental innovation. Additionally, distinguishing between two types of KM practices, the authors want to examine whether different types of KM practices have the same role for environmental innovation.Design/methodology/approach– Employing two French surveys, namely, the Community Innovation Survey (2002-2004 and 2006-2008) and Annual Firm Survey (EAE, 2000), the authors analyze empirically the relationship between KM practices and environmental innovation. The theoretical relationship the authors propose is tested using bivariate probit model on 1,117 French manufacturing firms.Findings– The econometric estimations show that the investment in KM practices trigger environmental innovation. Furthermore, the authors distinguish between two types of KM practices: a written policy of KM and a culture intended to promote KM sharing. The main results are also confirmed for both types of KM practices. Moreover, based on coefficients and significance levels, the empirical results indicate that a culture intended to promote KM sharing has a more substantial impact on green innovation than a written policy of KM.Practical implications– KM can boost environmental innovation, which also enhances firm business performance. Therefore, managers should foster investment in KM capabilities. They need to create working atmosphere that generates, stores, transfers and applies knowledge in order to improve a firm’s green innovativeness. Additionally, the study results show that managers can choose among different KM practices in order to enhance environmental innovation. However, managers should be aware that not all KM practices provide the full advantage in terms of performance improvement. They should know that different KM practices have differential impacts on different performance outcomes. In this sense, managers should implement KM practices that fit their performance strategy.Originality/value– The relationship between KM and innovation performance has received increasing attention from researchers during the past years. However, even though scholars underline the importance of environmental innovation, the relationship between KM and environmental innovation remains significantly under-researched. The findings suggest that KM should be considered as an important source for environmental innovation improvement.

Knowledge Management (KM) in Small and Medium Enterprises (SMEs) is a crucial aspect of enhancing competitiveness, innovation, and sustainability in these businesses. SMEs, often characterized by limited resources and tight budgets, can benefit significantly from effective KM practices. This article reviews innovation strategies and digital transformation (DT) of knowledge management in SMEs with artificial intelligence (AI) in Kerala. Initially, it explores the evolution of KM practices and models, highlighting the dimensions and classifications of KM processes, and shedding light on the barriers and tasks confronted by SMEs in implementing effective knowledge management systems. The review provides the position of KM in SMEs, especially in the background of technologically driven enterprises. This study explores how KM serves as a strategic necessity in the contemporary business environment, facilitating data-driven decision-making and enhancing competitiveness in SMEs. Various KM strategies are dissected to illustrate how they empower SMEs to harness their intellectual capital for growth. The paper investigates the integration of AI technologies that are revolutionizing KM in SMEs. It explores AI-powered collaboration tools that facilitate knowledge sharing (KS), AI-enabled chatbots that streamline information reclamation, and AI-enhanced search mechanisms that improve knowledge access. Additionally, Blockchain technology is examined for its potential to bolster knowledge discovery and empower decision-makers within SMEs. Digital transformation, a pivotal aspect of SMEs' growth, is closely examined in the setting of KM. The study delves into how KM strategies drive data-driven DT, support knowledge sharing in virtual teams, and foster customer-centric initiatives. Moreover, it highlights the significance of cybersecurity in safeguarding the knowledge that fuels DT efforts. A particular focus of this review is on the state of SMEs in Kerala, India, and their acceptance of open innovation (OI) strategies. It investigates cross-cultural aspects of SME KM in Kerala and explores open innovation platforms designed to enhance knowledge sharing within SME clusters. The review also unveils the open innovation approaches that facilitate knowledge transfer and absorption in Kerala's SMEs. In essence, this review paper delivers an inclusive and insightful overview of the current state of KM in SMEs, including the transformative impact of AI and the dangerous role of KM in driving digital transformation and open innovation strategies, particularly within the unique context of SMEs in Kerala, India.

In Malaysia, there has been an argument that the Knowledge Management (KM) practice especially in construction industry has not been commensurable with its status as a developing country. Hence, an initiative that aims to appraise the KM practice amongst consultant firms working in industry of construction in Malaysia becomes the focal point of this study. This aim is achieved by fulfilling its objectives of delving into the understanding of consultant firms on KM practices and exploring the critical success factors (CSFs) of KM implementation in Malaysia. In this paper, the data is studied on a number of statistical analysis tools, namely descriptive analysis, reliability analysis and relative important index (RII). The results obtained from the questionnaire survey clearly showed that most respondents made a claim that KM enhances the decision making in the organization and KM spurs innovations. Few respondents disagreed with the components of KM practices, indicating that these respondents may not be well aware of the importance of KM. About the top ranking of CSFs for KM practices implementation, it is found that “continuous organization support”, “leadership demonstration by senior staff/management”, “knowledge and sharing cul-ture”, “execution of plan”, and “continuous learning” make the top five factors very vital to the effective execution of KM by the consultant firms in the construction industry.