Sustainable Knowledge Management Research Articles

From incubator’s knowledge transfer to sustainability start-ups’ impact: a case study in a French support program

PurposeSustainability start-ups introduce business models that address current environmental and social challenges. However, to reach their mission, they need to integrate the intention of delivering such impact since their formulation. Business incubators show promise in supporting them in this process by enhancing their access to resources and knowledge during the early stage. For these reasons, this paper aims to investigate the transfer of knowledge in a support program, outlining what knowledge is transferred in the program and through which activities for encouraging the generation of sustainability start-ups’ impact.Design/methodology/approachThe present paper is supported by a qualitative case study methodology based on primary data (interviews) and secondary data (internal and external documents) related to a French support program.FindingsThe study shows that the support program transfers explicit and tacit knowledge for encouraging the generation of sustainability impact, throughout three main phases: awareness, identification and assessment.Research limitations/implicationsThe limitation concerns the analysis of a French support program and the focus on sustainability start-ups. Future research lines will study other and more traditional business incubators to confirm and possibly enrich the results.Practical implicationsThe study has managerial implications for incubator managers willing to support sustainable entrepreneurship and for sustainable entrepreneurs who want to find a support program and reach their impact.Social implicationsThe study shows that a sustainability orientation in business incubators can play a role in fostering sustainable development through the creation of new sustainability ventures.Originality/valueThis paper contributes to two different fields: sustainable entrepreneurship support and knowledge management in incubators.

Bridging sustainability knowledge management and supply chain learning: evidence through buyer selection

PurposeTo better understand the supplier's role in promoting supply chain sustainability (SCS), the authors investigated the learning process as it relates to sustainability knowledge. Through the lens of the knowledge-based view, they understand the shift of sustainability knowledge from rhetoric to common knowledge existent between suppliers and buyers.Design/methodology/approachA case study method was employed to study sustainability knowledge learning between a key global coffee supplier and its geographically dispersed buyers. The research was developed with data collected from 2019 through 2021. Interviews and secondary data were analyzed using both deductive and inductive approaches.FindingsResults were organized to demonstrate how the supplier developed and transferred its own sustainability knowledge within supplier–buyer dyads. The authors uncovered that buyer selection was a vital strategy used to appropriate the value created to ensure SCS learning. Four learning stages were analyzed, and while the results indicated that all buyers acquired knowledge, they also showed that only four distributed it. Moreover, different levels of interpretation were identified, two of which were associated with a low level of understanding of the meaning of sustainability knowledge. In addition, the data provided little evidence of organizational memory. All links were guided by common sustainability knowledge learned through multiple learning loops between the supplier's knowledge management and buyers' SCS learning, thus boosting sustainability in the coffee supply chain.Practical implicationsA greater understanding of how sustainability knowledge is learned in supply chains helps managers develop better SCS strategies.Originality/valueUnlike previous research, this paper illustrates that common sustainability knowledge is key to SCS implementation, which is made possible by carefully selecting buyers and by facilitating sustainability knowledge learning through two-way interactions.

Effect of sustainability and ecological knowledge management on knowledge creation and team learning of MICE professional teachers

In face of the waves of globalization, democratization, and knowledge-based and green sustainable economy, schools and MICE professional teachers, in the 21st century, should break through the independent and closed classroom kingdom in the past but, with open attitudes, have themselves become the managers of sustainability, ecological and professional knowledge learning for the sustainable development of schools. Individual knowledge and experience could be accumulated through sustainability, ecological and professional knowledge management and organizational learning to become organizational knowledge to further improve the movement of schools, promote the quality of education, cultivate excellent talents, and enhance national competitiveness and environmentally friendliness. Aiming at universities in Taiwan, university faculty is distributed 350 copies of questionnaire in this study. Total 287 valid copies are retrieved, with the retrieval rate 82%. The research results show significantly positive effects of 1. sustainability, ecological and professional knowledge management on team learning, 2.team learning on knowledge creation, and 3. sustainability, ecological and professional knowledge management on knowledge creation. Finally, according to the results, suggestions are proposed, expecting to have schools comprehend the importance of MICE professional teachers’ sustainability, ecological and professional knowledge management and further propose effective coping strategies to promote the overall performance.

Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement

PURPOSE: Modern business and global organizations are regularly presented with challenges caused by unpredictable competitive environments. Human resource management (HRM) practices give sustainable opportunities for employees to use their abilities and express their enthusiasm to obtain skills and knowledge and to apply them at the workplace with a view to achieving engaged individuals and increasing organizational performance. This article presents a recent study outcome to examine (i) the mediating role of knowledge management and work engagement and (ii) the effect of sustainable HRM practices on organizational performance. METHODOLOGY: 500 self-reported questionnaires were distributed to Jordanian university lecturers (research population) for data collection. The study data were assessed with structural equation modeling (SEM) using IBM-SPSS-AMOS 25.0. FINDINGS: Two pivotal outcomes were identified: (i) sustainable HRM practices, knowledge management, and work engagement were positively associated with organizational performance; (ii) knowledge management and work engagement played a mediating role in the sustainable HRM practice-organizational performance correlation. IMPLICATIONS: Overall, employee cooperation proved essential to optimize organizational performance, specifically during their engagement in sustainable HRM practices and knowledge management. Finally, the research proposed several practical recommendations and interventions on sustainable HRM for future research. ORIGINALITY AND VALUE: The research has provided proof of five variable relationships contained in the model. Firstly, organizational performance increased with sustainable HRM practices through knowledge management. Secondly, organizational performance increased with sustainable HRM practices through work engagement. Thirdly, work engagement increased with sustainable HRM through knowledge management. Fourthly, organizational performance increased with knowledge management through work engagement. Fifthly, organizational performance increased with sustainable HRM through knowledge management and work engagement.

New knowledge creation and loss during COVID-19: sustainable knowledge management's perspective

New knowledge creation and loss during COVID-19: sustainable knowledge management's perspective

Investigation of the Effect of Transformational Leadership, Organization: Commitment, Culture, and Environment on Sustainability Performance Using Knowledge Management (Empirical Study on Marine Transportation and Logistics Companies)

This study aims to investigate the influence of transformational leadership, organizational commitment, organizational culture, and work environment on sustainability performance with the mediation of knowledge management. The investigation was carried out by applying quantitative research methods through conducting a survey in the form of a questionnaire to ship officers who carry out duties at marine transportation and logistics companies that specialize in transporting coal and other mineral resources. There were 500 respondents who were eligible for further processing from 66 companies. Analysis was carried out using SmartPLS software. The analysis consists of descriptive statistics, measurement model evaluation, structural model evaluation, and hypothesis testing. The findings from this investigation show that: Transformational Leadership and Working Environment have a positive effect on Sustainability performance; Organization Culture and Working Environment have a positive effect on Knowledge management; and Knowledge management is proven to mediate Organization Culture and Working Environment on Sustainability performance. Organization Commitment and Organization Culture do not have a positive effect on Sustainability performance. Transformational Leadership and Organization Commitment do not have a positive influence on Knowledge Management. Knowledge management is not proven to mediate Transformational Leadership and Organizational Commitment of maritime transportation and logistics companies on Sustainability performance. Working Environment has a positive effect on Sustainability performance and Knowledge management, likewise Knowledge management mediates Working Environment on Sustainability Performance. The research results contribute to theory by: strengthening the view of leadership theory which confirms that Transformational Leadership contributes positively to Sustainability performance; Organizational Commitment does not have a significant effect on Sustainability Performance, indicating that there needs to be further evaluation on how Organizational Commitment can be improved; expanding understanding of how Organization Culture can support sustainability; the positive influence of the Working Environment on Sustainability Performance emphasizes the importance of creating a Working Environment that supports collaboration, access to knowledge, and innovation in the context of sustainability; confirmation that Knowledge Management plays an important role in achieving Sustainability Performance. And managerial: understand that Transformational Leadership can make a significant contribution to Sustainability Performance; and evaluate how to build a stronger Organizational Commitment to sustainability; strive to develop a culture that supports sustainability goals; creating a Working Environment that supports collaboration, provides access to knowledge, and encourages innovation; recognizes the important role of Knowledge Management in achieving Sustainability Performance.

“The old order Changeth!” Building sustainable knowledge management post COVID-19 pandemic

PurposeThe global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts.Design/methodology/approachThis study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations’ KM systems and practices across diverse industry sectors.FindingsBased on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures.Originality/valueThis study contributed to practitioners and researchers by developing the various tenets of SKM.

Why Knowledge Management for Sustainability needs a Sustainability Mindset

Although the United Nations (UN) Sustainable Development Goals (SDGs) express urgency for actions, the UN also reports that reaching these goals as planned is very challenging. It has been argued that a mindset paradigm shift is needed and this paper will show that knowledge management (KM) can play an important part in this shift. Knowledge of sustainability is often complex, systemic and hard to capture (tacit), leading to specific challenges in its management. To address these, a three-step process, DCA, had been proposed beginning with defining (D) what knowledge is needed, then collecting (C) and acting (A) upon it. Focusing specifically on the defining step (D) and on tacit knowledge as the most challenging aspects, the paper proposes two improvements: first, to integrate Nonaka et al’s SECI model (Socialize, Externalize, Combine, Internalize) that describes how tacit knowledge can be externalized and shared. Secondly, the Sustainability Mindset by Rimanoczy is proposed as framework that aligns values and allows discovery and formulation of tacit sustainability knowledge along its content areas and principles. It is posited that when tacit understanding becomes more tangible, shifts in mindset can occur more readily, and vice versa, that a broadened mindset eases sense-making of tacit knowledge, thus creating a cycle of growth and change for the organization. The Sustainability Mindset Indicator (SMI), a personal development tool is proposed to operationalize the development of the sustainability mindset, and said exploration of tacit knowledge, which combined with tools from the SECI model may offer managers concrete tools to define the knowledge their organizations need on their pathway to change towards sustainability and fulfillment of SDGs.

Sustainability knowledge management through Benchmarking: the case of CO2 emissions from cement production

Sustainability knowledge management consists of the use of relevant information to reduce environmental, economic and social impacts from products and services while benchmarking consists of comparing performance metrics to industry best practices to set up a base line. This study shows how sustainability knowledge management could be achieved through benchmarking CO2 emissions from cement production using data from the Global Cement and Concrete Association companies. A range from 588 to 805 kg CO2/ t of cement is observed from 1990 to 2019. CO2 emissions have decreased from 1990; however, an increase was observed from 2015 which requires immediate attention. The study demonstrates the benefits from benchmarking in order to improve, support validation of data consistency, communication of performance, goals definition and adjustment. A literature review also supports the potential of using benchmarks for sustainability knowledge management.

Sustainable knowledge management during crisis: Focus on Covid-19 pandemic

This paper consolidates literature that justifies effective knowledge management as a precursor for mitigating the effects of a crisis, Covid-19 pandemic in particular, through key antecedents of leadership, culture, and information and communication technology (ICT). A thorough review of retrieved literature relevant to the topic was conducted. The study materials were rigorously screened to limit any potential biases regarding their selection. Through the study, the paper concludes that the fight against Covid-19 crisis indeed requires knowledge to, among other things, find a lasting solution, mitigate the impacts, limit misinformation, revert to normalcy, and plan for similar crises in future. Further, the paper concludes that sustainable knowledge management during the Covid-19 crisis largely depends on a decisive leadership style that puts employees at the centre; a culture that embraces knowledge as a core asset, and supportive ICT infrastructure. Furthermore, the study reveals that relevance of ICT in the process of managing knowledge, largerly depends on a culture that accepts knowledge as a critical resource. The study establishes some challenges associated with ICT where a way forward for migrating from knowledge capture to knowledge creation and sharing has been re-affirmed. The present paper has led to the development of a model that further explains the relationships between the determinants of leadership, culture and ICT against effective management of a crisis using knowledge as a strategic resource. Further, six propositions have been put forward to provide clarity on the relationships.

Sustainability knowledge management and organisational learning in tourism: current approaches and areas for future development

Tourism is one of the major drivers of socio-economic growth. For tourism organisations to remain competitive, they must be able to adapt to the current dynamic scenario where the sector operates. Organisational learning strategies can provide the sector with the knowledge required to transform tourism research and intellectual property into capabilities for the industry and stimulate tourism models with a minimal effect on the environment. Knowledge management involves managing tacit and explicit information in a way that ensures it is available where and when needed. From a knowledge management perspective, environmental learning refers to the processes of acquiring, distributing and using knowledge of the natural environment, involving the processes of socialisation, externalisation, combination and internalisation of knowledge and its central aim is to improve performance. This article describes how knowledge management and organisational learning can help to achieve a sustainable tourism sector. Sustainability in this context is understood as efforts to progress simultaneously in environmental, societal and economic development. The article argues that the principles of sustainable tourism lead to both improved strategies and avenues for future research, provided they are informed and supported by learning and knowledge management; value co-creation; co-operation and trust-building; corporate social responsibility and pro-environmental behaviour.

Managing diverse knowledge systems of tourism operators in vulnerable marine ecosystems: addressing sustainability challenges through nature-based solutions

ABSTRACT This research examines how nature-based tourism operators within coastal ecosystems employ Knowledge Management (KM) in the pursuit of nature-based solutions (NbS) to sustainability challenges. NbS are achieved at the intersection of the physical environment, climate, ecosystems, biodiversity, and socio-economic and socio-cultural systems. NbS integrate diverse types and systems of knowledge to be acceptable to a range of stakeholders. To explore these knowledge types and systems, a qualitative, multiple-case-study approach is used, with interview data collected across different organizational levels of nine discreet nature-based tourism operation cases from Australia, Malaysia, Thailand, and Vietnam. Our findings highlight how these tourism operators have developed practices to manage diverse knowledge systems in the pursuit of sustainability outcomes and provide critical insights into how more sophisticated approaches to such sustainability knowledge management (SKM) may lead to more optimal NbS and sustainable tourism outcomes for vulnerable marine ecosystems.

Empowering Shepreneurs to achieve the sustainable development goals: Exploring the impact of interest‐free start‐up credit, skill development and ICTs use on entrepreneurial drive

AbstractRecent debates—like agenda 2030—emphasize that women are not just the potential beneficiaries of the sustainable development goals (SDGs), yet they are also active change agents in achieving them. This study used non‐parametric techniques to investigate and compare the impact of three entrepreneur‐supporting interventions—interest‐free start‐up credit, skill‐development short courses, and information and communication technologies (ICTs) use—in lowering the impediments defying women entrepreneurs in Punjab‐Pakistan. We identified 33 barriers and three groups of respondents based on intervention(s) availed. Mean score ranking analysis reveals 25 out of 33 barriers as critical in affecting women entrepreneurs in category one, whereas women entrepreneurs in category two and three are found to face 20 and 14 critical barriers, respectively. Furthermore, we used factor analysis to group these 25 critical barriers into five principal groups: (1) business management & marketing barriers, (2) gender & social barriers, (3) client and customer‐related barriers, (4) public policy and governance barriers, and (5) innovation & knowledge‐management barriers. Moreover, the study advances a comprehensive understanding of underlying grouped barriers to devise coherent plans and collaborative actions—involving local institutions, stakeholders, academia, and industry—for containing these snags and to better harvest the impacts of development initiatives. The study extends the existing literature on techno‐economic disclosure, digital transformation and entrepreneurship, and sustainable knowledge management.

Sustainable knowledge management in academia and research organizations in the innovation context

This work proposes a conceptual knowledge management model specific for the academics researchers and business stakeholders working in the innovation context, through a bibliographic revision from the business domain and reoriented to the innovation context.This revision arise from the need of them to adapt to the fast knowledge growth and changes at the backwards of 4.0 industry. This fast growth demands them finding the synergies of diverse domain of knowledges to ensure a sustainable and efficient management of knowledge, resources, and relate dynamics of stakeholders, fostering the promotion of Research and Development (R&D) projects. This approach will help the improvement in responsible management education (RME) as a result of the collaborative work.The overall work also defines the steps for research knowledge audit and its combination with key performance indicators that differs human, organizational, and relational and innovation and development capitals. Functional maps, topic and taxonomy maps and social network analysis are proposed as tools. This guide will help the academia and research community to address stakeholder heterogeneity and find a starting point for implementing a sustainable long-term plan, under sustainable concepts. At the end this will also being translated to education for sustainable development (ESD) promoted by academics.

Capturing the state-of-knowledge in EURAD knowledge management

Knowledge about a wide variety of aspects is fundamental for the safe management and disposal of radioactive waste. This importance of Knowledge Management (KM) is also recognised by EURAD, the European Joint Programme on Radioactive Waste Management (RWM), which brings together over 100 organisations from different countries and backgrounds (Waste Management Organisations, Technical Support Organisations, and Research Entities). This vast resource of expertise and experience feeds into several dedicated EURAD KM programme activities. One of these activities, led by Work Package 11 State-of-Knowledge (WP11 SoK), is capturing experts’ views on the current State-of-Knowledge on topics relevant to RWM and making this knowledge accessible through dedicated documents. For this, EURAD has developed the “Goals Breakdown Structure” (GBS), which provides a framework in which topics are structured thematically, as well as a hierarchy of documents that allows accessing knowledge on different levels of detail (seeEURAD Roadmap). To make this knowledge available, EURAD is currently developing a Wiki (i.e., a web-based resource that allows access to knowledge and collaborative interactions) and is drafting a sustainable Knowledge Management System and other supportive KM-IT tools while already feeding the tools with content. This article gives an insight into the general EURAD KM concept, the approaches used, and the results obtained until EURAD’s mid-term, after 2.5 years.

Unleashing the Importance of TQM and Knowledge Management for Organizational Sustainability in the Age of Circular Economy

Despite the growing importance of the concept of circular economy, the case of developing countries remains under-explored. Against this backdrop, the present research aims to examine the association between the constructs of total quality management (TQM) and organizational sustainability (OS) with the mediating effect of knowledge management (KM) from the perspective of a circular economy. The data were collected from the manufacturing sector of a developing economy (n = 510) to serve the purpose of the current research through a self-administered questionnaire (paper-pencil technique). Structural equation modeling (SEM) was employed for hypothesis testing of the current survey. Six TQM dimensions were drawn from the Malcolm Baldridge National Quality Award (MBNQA) model. OS is composed of economic, social, and environmental sustainability, and KM is composed of four dimensions including acquisition, creation, sharing, and application of knowledge. The empirical examination suggests that TQM positively relates to OS, with KM playing a partial mediation role between this association. This study provides important insights for the management of the manufacturing industry of Pakistan on how to ensure organizational sustainability in the age of a circular economy by using the constructs of TQM and KM.

Relationship between Personality and Learning Goal Orientation Preceding the First Employment

The purpose of this study is to explore the relation between personality traits and the level of aspiration to acquire new skills and improve one’s competence in the midst of first employment. Although with mixed results, previous studies indicated that personality attributes influence goal orientation, both in the school and work settings. However, there have not been any studies that have specifically analysed this relation in the context preceding the first employment. The results of this research, on a sample of last-semester business administration students of an esteemed mid-European university, indicate that prior to the first employment, two personality traits—openness to new ideas and disposition to negative emotions—influence the level of motivation to acquire knowledge and novel modes of action. Insight into the antecedents of an individual’s orientation towards increasing and developing competencies prior to the first employment is an important topic for organizations who have the imperative to develop more sustainable knowledge management practices in an early stage of organizational socialization.

Influencing Factors on Knowledge Management for Organizational Sustainability

This paper analyses the level of knowledge management implementation in organizations and the impact of control variables on knowledge management dimensions. In addition, the importance of knowledge management influence on the competitive sustainability of an organization is addressed. The idea of the research is to highlight key factors that affect the effectiveness and efficiency of knowledge management applications in transition conditions. Data for the study were obtained by surveying 520 respondents—managers of all levels from manufacturing enterprises in Serbia. A t-test was conducted in several variations. More precisely, the t-test analysis was conducted on the average assessments of knowledge management dimensions and with specific control variables. The findings indicate that knowledge management dimensions differ in domestic enterprises and foreign enterprises as well as that their impact differs across organizational levels. Financial performance (profitability, sales growth, asset growth, market share, competitive position in a specific industry, productivity, and salaries) was found to be a reliable indicator of knowledge management success. It can be concluded that knowledge management dimensions have an important role in transition countries, and it is evident that effective knowledge management is imperative for the competitive sustainability of an organization.

Radical Innovation Process in Sustainable Development and Knowledge Management: Toyota Prius Case Study

This article looks at the inter-linkages and causalities between innovation and knowledge management in terms of sustainable development goals through the case study method. Taking the case of the Toyota Prius, these concepts are further developed in detail. Recognising the fact that no organisational process can happen in a vacuum and that there are a host of extraneous factors that have a significant impact on the process, factors such as culture, vision, incentives are also examined here. Further, this article delves into some of the characteristics that successful organisations display and seeks to extrapolate from the specific to general implications for organisations that aim to be successfully innovative.

Sustainable Knowledge Management and Firm Innovativeness: The Contingent Role of Innovative Culture

This study presents the moderating effect of innovative culture on the relationship between knowledge management and firm innovativeness. The consequences of organisations that do not practice innovative culture would result in their inability to respond and react effectively to changes in the dynamic nature of the business environment and henceforth unable to achieve superior performance. In attempting to answer the research questions, a total of 202 MSC Malaysia organisations took part in the survey. To assess the developed model, WarpPLS (version 7.0) was applied based on path modelling and then bootstrapping. The results highlighted that three of the four dimensions of knowledge management, namely knowledge acquisition, knowledge application and knowledge protection were positively and significantly related to firm innovativeness. On the other hand, innovative culture was found to moderate the relationships between knowledge acquisition and firm innovativeness; and knowledge application and firm innovativeness.