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The purpose of this paper is to tie together the insights from the body of research relating to economic complexity theory, structural holes, non-price based competition, and knowledge management. The insights relating to generating national prosperity are synthesised through an intellectual capital lens.

The paper uses literature review combined with insights from an Australian project on state-based economic complexity.

The connectivist and autopoietic epistemological paradigms are found to be most aligned with the need to manage transformation between organisational and human resources that will achieve causal ambiguity and hence inimitability. This inimitability forms the basis for achieving non-price based competition and if there is a rich network of economic agents that, both individually and collectively through collaboration, have these characteristics a large share of the economy can operate on the basis of non-priced based competition. If all these agents have an export focus the economic complexity of the economy will be high, and likely increasing, which will enable both the creation and the appropriation of large amounts of value and hence result in increasing national prosperity.

Findings are only relevant for OECD countries given the origins of the data used.

Managerial implications are outlined as are major implications for public policy.

This is the first time that these concepts are linked.

The purpose of this study was to examine the influence of organizational climate and trust (TR) on knowledge-sharing (KS) behaviour in selected multinational firms in an emerging market – Malaysia. Two dimensions of KS – knowledge collecting (KC) and knowledge donating (KD) – were separately studied for this research.

Survey data were collected from 231 participants from 25 multinational firms. Multivariate analysis was used to assess the research model.

The research findings indicate that organizational climate dimension, affiliation, is positively related to both KD and KC, while fairness dimensions of organizational climate are not positively related to KD and KC. Among the two dimensions of TR (cognitive and affective), it was found that cognitive TR is positively related to KD, while affective TR is positively related to KC.

The sampling was confined to the Klang Valley area of Malaysia.

The study is useful because it makes an attempt to study the relationship between organizational climate and the two dimensions of KS, KC and KD, separately. The study examines the similar relationship with TR.

This research has provided both theoretical and managerial implications to further advance the literature on the impact of organization factors such as organizational climate (OC) and individual factors such as TR on KS behaviour. This research examines the relationship of OC with specific KS dimensions such as KD and KC. Limited research has addressed this. This research has also contributed further to business literature by applying social capital theory in explaining the impact of multidimensional categories of TR: affective TR and cognitive-based TR on KD and KC.