Purpose This paper aims to demonstrate how knowledge management (KM) emerges and evolves within different eras, establishing that KM is inherently human-centered – a characteristic consistently undermined by prevailing positivist epistemologies. Society 5.0 is a human-centered framework, and serves to restore the original human-centered understanding of KM. Design/methodology/approach This analysis examines KM’s past, present and future within the knowledge economy and Society 5.0 frameworks. The analysis considers current and relevant literature on Society 5.0, human-AI interaction and “responsible KM” (rKM). Findings The paper demonstrates that KM has stagnated since its inception in the 1990s due to the dominant positivistic agenda which objectifies knowledge and so separate knowledge from the knower. This epistemological misalignment has marginalized KM’s human-centered foundations and created confusion between KM and neighboring fields such as “organizational learning” and “dynamic capabilities.” Research limitations/implications The paper challenges current research priorities in KM and invites a fundamental re-evaluation of KM strategies, prioritizing human agency and contextual knowledge creation over mechanistic knowledge integration approaches. Originality/value This paper makes three contributions: it explains how KM is constrained by mindsets inherited from the industrial era; it reveals how KM is limited by epistemologies prioritizing knowledge integration over human agency; and it demonstrates how Society 5.0’s framework, combined with rKM principles, can realign the field with its original foundations.

Purpose Mobbing is a serious problem with major consequences for workers’ health and company productivity. This study aims to examine the impact of workplace mobbing on the mental well-being of employees, with a specific focus on knowledge hiding and quiet quitting as sequential mediators. Using social exchange theory (SET), this study aims to clarify the consequences of toxic workplace environments, both in terms of knowledge-related actions and employee psychological states, in a hospitality setting. Design/methodology/approach The authors conduct two studies, taking a quantitative approach to generalize the findings. Study 1 is conducted in a hospitality setting, focusing on employees (n = 298), and Study 2 is a survey of general working staff (n = 183). In both cases, partial least squares structural equation modeling (PLS-SEM) is used to analyse the direct and indirect relationships among the variables. Findings The findings indicate that workplace mobbing significantly affects knowledge hiding and quiet quitting behaviours. In addition, knowledge hiding significantly mediates the relationship between workplace mobbing and quiet quitting, further mediating the relationship between knowledge hiding and employee mental well-being. These findings highlight the cascading effect of mobbing on knowledge management dynamics as well as the mental health of employees. Research limitations/implications The evidence extracted from the findings underscores the necessity for targeted interventions that prevent workplace mobbing and discourage knowledge hiding and quiet quitting behaviours. Organizations, especially service-oriented firms, should promote knowledge exchange behaviour based on a culture established on trust. Originality/value This study makes a significant contribution to the field of knowledge management by revealing the sequential pathway that connects workplace mobbing with mental well-being through knowledge hiding and quiet quitting. It highlights the detrimental impact of toxic social interactions on employee mental health and organizational knowledge flows.

Dental trauma constitutes the second most common cause of emergency dental care worldwide, after cavities, accounting for approximately 5% of all physical injuries across all age groups. Early intervention is crucial, especially for children and adolescents, who present a higher incidence due to their active lifestyle. This study aims to conduct a systematic review and descriptive analysis to assess the level of knowledge among non-dental healthcare professionals in the management of dental trauma, identifying gaps in their education and proposing educational interventions to improve care in this critical field. This systematic review was structured according to the SPIDER strategy: population, non-dental healthcare professionals, exposure to a clinical situation, management of dental trauma and outcome knowledge, attitude and awareness. The included studies were analyzed descriptively. Mean values and other summary statistics reported in each study were extracted and organized according to the primary variables of interest, focusing on the domains of knowledge, attitudes, and practices of non-dental healthcare professionals. Due to the substantial heterogeneity in study designs, measurement tools, and response formats, no pooled or inferential analyses were performed. The articles were analyzed by the authors and summarized using a "KAP Heat Map" approach, in which colors indicated the level of knowledge (< 25%, 25-50%, 51-75%, and > 75%), and the width of the columns represented the number of studies for each question stem (QS), based on data reported in the included studies. Only two studies of 25 concluded that the level of knowledge was adequate, seven studies indicated a moderate level of knowledge, and sixteen studies reported an inadequate level of knowledge. Twelve of the included studies mention the need for continuing education in dental trauma for health professionals. Most included studies exhibited moderate to high risk of bias. The studies reviewed showed that the level of knowledge of health professionals such as doctors and nurses is inadequate. This shows a lack of training during their academic training as well as a lack of training in the workplace. This systematic review has been registered in PROSPERO with CD CRD578189 on August 9, 2024.

The digital era demands that organizations be fast-moving, adaptable, and innovative. With the advancement of information technology, changes in work methods, global competition, and stakeholder demands are becoming increasingly complex. Knowledge Management (KM) plays an important role as a strategic mechanism for identifying, acquiring, storing, sharing, and utilizing knowledge to improve organizational effectiveness and efficiency. In this context, knowledge management becomes one of the important elements for organizations to enhance performance. Knowledge management is not just about collecting data or information, but how organizations can store, share, create, and utilize knowledge to gain a competitive advantage. This article aims to analyze the importance of knowledge management for organizational performance in the digital age, including how the digital era changes the dimensions of knowledge management, how knowledge management contributes to organizational performance, the challenges faced, and their implications. The data obtained for this study were gathered from observations thru interviews with relevant parties and a literature review study by examining the results of empirical research from the past five years (2020–2025). The method used was descriptive literature analysis of 15 scientific articles from accredited national journals. The analysis focuses on the relationship between knowledge management dimensions (knowledge creation, storage, sharing, and application) and organizational performance indicators (financial performance, innovation, productivity, and customer satisfaction). The study results show that the implementation of knowledge management significantly contributes to improving organizational performance, both directly thru increased efficiency and effectiveness of work processes, and indirectly thru strengthening a culture of innovation and organizational learning. This article asserts that an organization's success in the digital age is not solely determined by its ability to adopt technology, but also by its ability to manage and leverage knowledge as a strategic resource. Therefore, knowledge management needs to be systematically integrated into the organization's digital strategy, accompanied by strengthening a learning culture, human resource training, and adaptive information technology systems.

The demands of a globalized economy challenge organizations to manage knowledge effectively across diverse cultural landscapes. Traditional knowledge management (KM) systems prioritize efficiency but often lack the cultural adaptability and ethical flexibility required in multicultural contexts. Drawing from Peter Drucker’s management philosophy, this paper introduces a Yin-Yang framework for cross-cultural KM, merging the structured capabilities of artificial intelligence (AI) with the adaptive, ethically guided insights of human intelligence. In this model, AI functions as the “Yin” component, delivering scalable, consistent processing, while human intelligence embodies the “Yang” element, contributing cultural sensitivity and ethical discernment. Synthesizing findings from 35 recent studies, this framework addresses critical limitations in current KM models by embedding cultural intelligence (CQ) into KM practices, enabling organizations to apply AI-driven insights that respect local norms and values. This approach supports sustainable knowledge sharing, ethical decision-making, and an adaptable feedback cycle informed by human input. Practical implications for multinational organizations include improved cross-cultural collaboration and an ethically aligned, responsive KM system. Future research directions are proposed to empirically evaluate the framework’s adaptability and effectiveness across various sectors.

Community leaders play a crucial role in reducing disaster risk and enhancing preparedness at the community level. However, despite their importance, research on the role of community leaders in the context of landslide risk management, particularly in relation to the implementation of emergency response plans (ERP), remains limited. The study aimed to assess the associations between socio-demographic, natural hazards and landslides knowledge, early warning systems (EWS), and ERP with community leaders’ practice in landslide management (pre, during and post). A cross-sectional design was utilised among 137 respondents residing in landslide-prone areas. Results showed that gender and educational attainment were both significantly associated with community leaders’ landslide management practices. Knowledge of natural hazards and landslides also had a positive influence on their practices. In contrast, EWS showed no significant effect on landslide management practice (p &gt; 0.05). Community leaders with an ERP were found to be 11.6 times more likely to implement the practices compared with those without one. It is recommended that community leaders develop an ERP specifically to strengthen landslide preparedness. Contribution: The research assessed the knowledge and practice of community leaders in landslide management. It is necessary to provide an emergency response plan for community leaders to enhance landslide preparedness, particularly for vulnerable groups.

Purpose As artificial intelligence (AI) technologies continue evolving, the transformation of knowledge and information paradigms offers new perspectives on comprehensive innovation in knowledge management (KM) within manufacturing firms. This study aims to explore the innovative application of generative artificial intelligence (GenAI) in the KM of manufacturing firms, to address challenges such as the acquisition of tacit knowledge, cross-departmental silos and dynamic knowledge optimization and to promote the effective use of knowledge resources and intelligent innovation. Design/methodology/approach This study combines literature analysis with Chinese manufacturing case studies to develop a five-phase GenAI-enhanced KM framework (acquisition, sharing, integration, application and optimization). Through empirical validation, this study establishes an intelligent KM innovation model integrating explicit-tacit knowledge dynamics and GenAI’s technical features. Findings This study constructs scenarios demonstrating how GenAI can facilitate intelligent KM in manufacturing firms. These scenarios broaden the channels for knowledge acquisition, sharing, integration and application, thereby contributing to the development of a logical model and a proposed operational architecture for intelligent KM within such firms. Research limitations/implications This study has limitations including GenAI implementation costs, data privacy concerns and industry-specific applicability. Future research should address cost-effective implementation, enhanced data privacy measures and cross-sector adaptation. Originality/value By proposing specific scenarios in which GenAI can be leveraged to enhance intelligent KM, this study refines a logical model and operational architecture that have the potential to significantly improve the efficiency of knowledge utilization. The findings of this study provide practical guidance and theoretical support for manufacturing firms aiming to leverage GenAI to enhance KM and foster innovation.

ABSTRACT Knowledge management and dynamic capability have been recognised as critical drivers for business excellence and sustainable corporate competitiveness. This study aims to identify the critical success loops that drive dynamic capabilities for knowledge management and business excellence. A transformative systems approach is employed to conduct a benchmarked real-world case study. The knowledge discovery process in this study is represented by a four major transformative system changes implemented by a case company with 50 years developments. The reinforcing feedback loops identified in the systems analysis are instrumental in driving knowledge sharing and organisational learning for business transformation in the digital age. These loops are explored and systematically documented to ascertain the factors contributing to the case company’s sustained business excellence. The findings reveal that each successful transformation is characterised by critical success loops and dynamic business developments, offering valuable insights into dynamic capabilities and sustainable system developments for companies’ competitiveness. The proposed systems approach assist business leaders and executive managers in ensuring their strategic developments of business models and facilitating more effective knowledge management and organisational learning.

ABSTRACT Despite advances in news recommender systems (NRS) research, their application in news organisations remains limited, hampered by practical obstacles and organisational challenges. This study applies the multi-stakeholder framework alongside ambidexterity theory to analyse the complex decision-making dynamics in applying NRS within two large commercial news organisations. Based on 11 in-depth interviews with different stakeholders, two “balancing acts” emerged. The first is stakeholder alignment through two strategies: knowledge management with dummy-proof presentations and “showcasing success” to help increase stakeholder buy-in for NRS. The second balancing act is managing trade-offs between exploration and exploitation in a roadmap developed by the multidisciplinary team of product owners (POs), ensuring a balanced allocation of resources for NRS innovation and optimisation. This research shows how organisational ambidexterity supports successful technology integration and provides insights for implementing emerging technologies in complex multi-stakeholder news media environments.

This research aims to develop a business sustainability model in Indonesia's Micro, Small and Medium Enterprises sector by examining the role of financial literacy, innovation capability and knowledge management as the main predictors. The research method uses a quantitative survey design involving 350 MSME players in various industrial sectors in Indonesia. Data was collected through a structured questionnaire, which was analysed using the Structural Equation Modelling (SEM) technique to test direct and indirect relationships between variables. The research results show that financial literacy, innovation capability, and knowledge management positively and significantly influence the sustainability of MSME businesses, both partially and simultaneously. These findings provide practical implications for MSME actors and policymakers to prioritise capacity-building programs in these three areas to build a stronger sustainability foundation. In addition, this research enriches the literature regarding strategies for strengthening MSMEs in developing countries, while also opening opportunities for further studies that integrate external factors such as government support and digital technology within the framework of business sustainability models.

Purpose This research aims to evaluate the success of using business process management system (BPMS) as knowledge management system (KMS) by assessing user satisfaction and perceived usefulness. Design/methodology/approach The study is based on survey data collected from employees in 12 commercial companies, yielding 242 valid responses. Partial least squares structural equation modeling (PLS-SEM) is employed to test a conceptual model derived from the updated information system success model (ISSM). Our model incorporates constructs related to system quality, service quality, information and knowledge quality, system use, user satisfaction and perceived usefulness. Findings The results confirm that service quality and information and knowledge quality significantly influence the use of BPMS for KM. Furthermore, system use and user satisfaction are found to be strong predictors of perceived usefulness. Originality/value While previous research has highlighted the relevance of BPMS for process management and acknowledged the importance of KM in these contexts, few studies have examined the role of BPMS in directly supporting KM. This study contributes novel insights by clarifying the impact of service quality on system use and by revealing how this usage influences user satisfaction and the perceived usefulness of BPMS for KM. Beyond this, our work advances theory by reversing the conventional causal ordering. Specifically, we position user satisfaction as a driver rather than an outcome of perceived usefulness, highlighting that positive user experiences shape perceptions of utility. This reinterpretation builds on insights from organizational psychology, behavioral economics and knowledge-based view, offering a solid basis for rethinking BPMS adoption dynamics.

Small- and medium-sized enterprises (SMEs) are increasingly embracing digital transformation (DT) to remain competitive; however, the enabling role of knowledge management (KM) remains underexplored. This systematic literature review investigates how KM supports DT in SMEs, focusing on strategic processes, tools, barriers, and policy contexts. A structured search was conducted in Google Scholar, Scopus, and Web of Science using the string: (“knowledge management” OR “KM”) AND (“digital transformation” OR “DT”) AND (“small and medium enterprises” OR “SME”). The search yielded 32,547 results, from which 19 studies met the eligibility criteria (English, 2020–2025, KM–DT focus, clear methodology). Results indicate that KM supports DT primarily through change management (31.58%), innovation enablement (21.05%), as well as improved decision-making and agility (15.79%). The most cited tools include KM systems, AI/analytics, and collaborative platforms. Major barriers include limited resources, lack of digital skills, and poor KM culture. Critical success factors identified are leadership commitment (26.32%) and strategic alignment (21.05%). Theoretical foundations are dominated by the Resource-Based View and Dynamic Capabilities Theory. While KM is proven to be a strategic driver of DT in SMEs, more empirical and policy-grounded studies are needed. This review provides a framework to guide future research and inform SME practitioners and policymakers.

Background: Knowledge-intensive organizations increasingly recognize Knowledge Management (KM) as a strategic driver of innovation, yet the pathways through which KM influences Innovative Work Behaviour (IWB) and ultimately Organizational Innovativeness (OI) remain fragmented across empirical literature. Recent evidence suggests that both tacit and explicit knowledge processes, when supported by leadership and collaborative cultures, contribute significantly to workplace creativity and innovation. A structured synthesis of contemporary research is therefore essential to clarify these relationships and provide direction for future organizational strategies. Objective: To systematically review recent high-impact studies examining the relationship between KM, IWB, and OI, and to identify the behavioural and organizational mechanisms through which knowledge processes contribute to innovation. Methods: A systematic literature review was conducted following the PRISMA 2020 protocol. Searches were performed across Google Scholar, Scopus, Web of Science, and ScienceDirect covering the period 2020–2024. A total of 514 records were identified, of which 184 duplicates were removed. After screening 307 titles and abstracts, 38 full-text articles were reviewed for eligibility. Fifteen peer-reviewed empirical and conceptual studies met the inclusion criteria. Data were extracted on study design, constructs, scales, analysis techniques, and key findings. Both qualitative and quantitative evidence were synthesized narratively to identify convergent themes across KM, IWB, and OI. Findings: Across the fifteen studies, 100% reported a positive association between KM and IWB, while 93% demonstrated that IWB significantly contributed to OI. Approximately 80% highlighted tacit knowledge sharing as a primary behavioural driver of innovation. Leadership behaviours, ethical climate, functional flexibility, and emotional intelligence appeared as recurrent moderators or mediators in more than half of the studies. KM infrastructure capabilities showed direct effects on innovation in 87% of the sampled research. Conclusion: The review confirms that KM practices—particularly knowledge sharing, learning-oriented cultures, and supportive leadership—substantially enhance IWB and subsequently strengthen organizational innovativeness. These findings emphasize that investing in KM infrastructure and employee development is crucial for sustaining innovation in knowledge-based sectors.

The transition to an innovative model of economic development means a structural transformation of production, the successive increase of the technical and technological level of production and the increase of competitiveness on its basis. The main directions of innovative activity are innovations that ensure the implementation of more advanced, resource-saving technologies in production. Innovations that contribute to the improvement of productivity and efficiency of production factors and based on this, to the saturation of countries' markets with high-quality local products. The training of personnel corresponding to the innovative model of economic development. Innovations that ensure the reduction of the environmental impact of local production. Keywords: innovation, technology, competition, market, business environment, knowledge management, information, innovative policy.

Background: Osteoarthritis of the Knee (OAK) is a challenging condition to treat by a Physiotherapist (PT) where clinical reasoning and decision-making play a vital role. There are many blind spots in the management of OAK where there is heterogeneity in the treatment approach adopted by PTs. Hence there is a need for appropriate clinical decision-making in the treatment of OAK. Aim: This online survey was intended to know the treatment priorities among PTs with varying categories in the rehabilitation of OAK. Methods: An online multi-modal questionnaire (both open-ended and closeended questions) was prepared by expert panel members and the same was circulated using Google Forms among various PTs through professional groups and social media. The responses gained were analyzed and assimilated by the primary researcher into meaningful information. Results: Out of the 188 responses received and out of which 160 (85.10%) were complete and included for analysis. The results showed that only 12% [95% CI=7.0%, 17.0%] of Physiotherapists had a knowledge about Bio-Psycho-Social (BPS) models of pain management in OAK and only 18% of the PTs prioritized BPS pain counselling as an intervention tool. The results also clearly show a heavy inclination toward electro-therapy modalities by 55% [95% CI=47.3%, 62.7%] of the PTs. Out of all schools of manipulation; Maitland was most preferred next only to a combined approach. Conclusion: This study concludes that there is poor knowledge about BPS models of pain management and activity promotion among the PTs who treat OAK, and still, they depend on passive modalities. As a message, this research suggests that PTs move towards patient-centred, BPS models of management when dealing with patients with OAK. In future, similar studies can be conducted in heterogeneous populations to validate and generalize the findings and use of interviews or focus groups to gain deeper insights into PTs’ clinical reasoning and decision-making processes. Major Findings: The results of the online survey illustrate that there is a general lack of evidence-based approach in the management of OAK and knowledge about pain science. Evidence-based guidelines which emphasize active interventions (e.g., exercise therapy, weight management) as the cornerstone of OAK rehabilitation can be followed by the PTs.

What makes ALEKS learning successful?: influences of prior knowledge, learning time, self-efficacy, and resource management on learning achievement

This paper addresses the conflict between an ethics of care and instrumental concerns in caring leadership. Caring leadership has become increasingly popular in organisation and management studies, encompassing a view of leadership that emphasises that paying attention to relational concerns is a fundamental duty of managers in contemporary organisations. It emphasises leaders seeing employees not as resources but as humans, and caring for them as individuals. However, there is a tension that underlies the relationship between instrumentality and care, and this is not problematised to any great extent in the caring leadership literature. We ask: How do managers and subordinates co-construct caring leadership, and what are the organisational effects of this? By locating the co-construction of care-oriented relationships in everyday work, this paper explores the experiences of knowledge workers and managers in a Norwegian knowledge-intensive firm in the maritime industry through interviews, observations, and shadowing. By drawing on Foucault’s (1982) notion of pastoral power, caring leadership is approached as a co-constructed relationship. The findings highlight how managers probe subordinates for information, stage situations for disclosure, and display care, and how care is demanded by subordinates. By drawing attention to how pastoral power shapes relationships, the paper shows that caring leadership involves genuine feelings of interpersonal care, yet is primarily concerned with instrumental organisational goals. While the positivity of caring leadership may seem attractive on an interpersonal and emotional level, this paper argues that caring leadership does not exist in opposition to forces of instrumentality. Instead, caring leadership helps to establish instrumentality and asymmetrical power relations by tying care for the individual and care for the organisation tighter together, as if they are mutually beneficial. Ultimately, rather than aligning with an ethics of care, caring leadership – under the guise of care on an interpersonal and emotional level – intensifies instrumentality.

This study aims to identify the factors causing delays in issuing Building Approval (PBG) and Certificate of Function Worthiness (SLF) through the Building Management Information System (SIMBG) in Denpasar City and determine the most dominant factor influencing the delay. A descriptive quantitative approach was employed by distributing questionnaires to 147 respondents. Data were analyzed using SPSS version 25 through validity, reliability, and descriptive tests. The results indicate that all indicators are valid (r count 0.465–0.625 &gt; r table 0.159) and reliable (Cronbach’s Alpha 0.778–0.794). The main causes of delay include technological issues (mean score 4.42), limited facilities (3.98), ineffective time management (4.21), service quality and staff knowledge (4.15), complicated procedures (3.87), and relatively high costs (3.76). The most dominant factor is the frequent occurrence of system errors (score 4.56; 84.4%), which hampers the process until the system recovers. The study concludes that the success of PBG and SLF issuance depends not only on technology but also on infrastructure, human resource competence, and procedural efficiency. Recommendations include improving system stability, staff training, optimizing time management, and simplifying procedures to achieve more effective public services

Green knowledge management represents a critical strategic resource for firms, enabling the acquisition, integration, and application of environmentally relevant knowledge to support green technological advancement. However, the mechanisms by which green knowledge management fosters green technology innovation remain underexplored. Grounded in the dynamic capabilities theory perspective, this research develops a moderated mediation framework to investigate how green knowledge management, through dynamic capabilities, impacts green technology innovation, particularly considering the moderating effects of green organizational identity and incentive environmental regulation. Using responses collected from 358 enterprises in China, the proposed framework was validated through hierarchical regression analysis, combined with the PROCESS procedure. The empirical findings demonstrate that green knowledge management strengthens firms’ dynamic capabilities, which in turn promote green technology innovation. Specifically, absorptive and transformative capability serve as partial mediators in the relationship between green knowledge management and green technology innovation. Furthermore, green organizational identity strengthens the positive effect of green knowledge management on dynamic capabilities, while incentive environmental regulation enhances the impact of dynamic capabilities on green technology innovation. These findings advance understanding of how green knowledge management promotes firms’ green technological development by activating and leveraging dynamic capabilities, thereby yielding important contributions to theoretical research and managerial practice.

Tacit knowledge retention practice is vital to organizational success globally, regionally and locally. It enhances institutional memory, improves problem solving, initiates innovation, collaboration leading to teamwork, and long-term adaptability. Since tacit knowledge is shared through mentorship, observation, storytelling, socialization and forums, then it should be strategically captured before employees exit with their expertise. Against this background, the study on knowledge management practices’ influences on tacit knowledge retention in the Department of Immigration and Citizen Services, Nairobi City County was done. The study focused on knowledge capture and incentives and reward structures. It was anchored on the SECI model and employed a mixed-method approach using an explanatory research design. Both qualitative and quantitative data were collected from a target population of 504 staff across Human Resource, Library and Registry sections. Stratified, simple random, and purposive sampling techniques were applied, with a 30% sample yielding 152 respondents and six interviewees. Data collection tools included questionnaires and face-to-face interviews. The findings revealed that tacit knowledge capture (72.7%) and incentive and reward use (73%) were main activities practiced to retain tacit knowledge in the department of Immigration. The study concluded that strong knowledge capture systems, effective HR strategies, and well-designed incentive structures significantly promote tacit knowledge retention, though weaknesses in knowledge-sharing mechanisms remain. It recommended strengthening capture methods, adopting robust incentive programs and fostering a strong knowledge-sharing culture to improve tacit knowledge retention within the department of Immigration and Citizen Services Nairobi City County.