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In the knowledge-based view, knowledge is a valuable source of enterprise success. Its transfer through expatriates is a key mechanism in the value proposition of outward foreign direct investment by multinational enterprises (MNEs). Unfortunately, individuals are not always willing to share what they know. Expatriates are crucial players in knowledge transfer, and their knowledge-hiding behavior can significantly inhibit enterprise success. This paper thus aims to explore the patterns and antecedents of knowledge hiding, as well as the underlying mechanisms in the hiding process by expatriates within MNEs.

This paper focuses on expatriates assigned to emerging economies in Chinese MNEs. It is based on a systematic qualitative analysis of semi-structured interviews with 24 expatriates from 16 companies across 25 countries.

Not all knowledge hiding should be perceived as a negative behavior, as moderate rationalized hiding can fulfil a positive purpose. Antecedents of expatriates’ knowledge hiding were identified within a framework covering knowledge, individual, organizational and cultural features. Three main scenarios of knowledge-hiding process were also disclosed to illustrate the internal generative logic.

The comprehensive analysis of knowledge hiding presented in this paper enriches the existing literature on cross-border knowledge management and provides novel theoretical insights to better promote knowledge transfer by expatriates. A practical framework of knowledge transfer within MNEs is developed to guide the management of expatriates, even a broader spectrum of knowledge workers.

The purpose of this study is to explore and present a clear overview of innovation topics during the first year of the COVID-19 pandemic, and then organise these topics into various analyses.

The authors use multiple language analysis methods, such as text mining and latent Dirichlet allocation topic modelling, to address the research questions. A total of 440 news articles are analysed using Python and Google Colaboratory tools.

The analysis identified 20 innovation topics, highlighted sector-specific analyses and proposed phases of innovation. The authors suggest that each sector develops unique patterns and forms of innovation for long-term benefits and further research. This study expands upon existing literature on innovation and crisis at a theoretical level by incorporating an actor as the agency.

Based on the findings, the authors conclude that the COVID-19 pandemic has prompted businesses to adopt dynamic capabilities. Furthermore, the authors provide several strategic recommendations for addressing the pandemic in the developing context. The study discusses the roles of policymakers, business practitioners and academia in this context as well.

Very few studies specifically explore and identify forced innovation topics in emerging countries during the pandemic. There has been no review of forced innovations implemented in Indonesia using news media as a source. Additionally, this study presents the trajectory of innovation during the time of crises.

This study aims to investigate the drivers of the internationalization scope of born global from the digital and software solution sector in an emerging economy context, which presents an unexplored avenue of research. This study endeavors to understand the individual and market-level drivers of internationalization scope. Relying on the effectuation and causation framework and reactive/proactive driver typology, this paper sheds light on the individual decision-maker’s makeup and market conditions that influence the changes between strategies in the internationalization process.

A qualitative multiple case study approach is used to explore drivers of the internationalization scope of born globals. Seven born globals from the digital and software solution sectors were depicted, and interviews with their founders were conducted.

Study findings support the utilization of effectuation theory in explaining the scope of internationalization of born globals. Furthermore, the findings attest that the two decision-making logics are interchangeable. On the market level, several context-specific factors have stirred the diversity of markets pursued by born globals. The findings evince that the founders of the born globals perceive the domestic market as small and underdeveloped; therefore, they seek more developed, easily accessible, distant markets.

The study contributes to a better understanding of the internationalization of born globals in an emerging economy context. We find that born globals change their strategies iteratively with the stage of internationalization.

The present research aims to empirically test the “Barriers to abusive supervision model” to find how employee-related (core self-evaluations) and situational factors (perceived job dependency) make an employee trapped in the spiral of supervisory abuse. In addition, the work–family spillover lens is used to explain how employees' retaliation is targeted at their families in response to abuse from their bosses.

The current study has employed a three-wave longitudinal moderated mediation design and analysed data from 265 employees working in the hospitality industry of Pakistan.

The results of this study have shown that low core-self evaluations put employees in a spiral of supervisory abuse and they instil aggression towards their families. This association is further strengthened when employees are dependent on their job.

This study is one of the first to use the “Barriers to Abusive supervision” model to answer who and in which conditions tend to trap in the spiral of abuse and integrate the work-to-family interface model for elaborating the outcomes to the family domain.

The literature has not yet delved sufficiently deeper into the holistic relationship between organisational culture and agile project management. This paper aims to address this literature gap by delineating the specifics of why and how organisational culture affects agile project management.

This paper addresses this literature gap by conducting a systematic literature review of empirical research investigating how organisational culture affects agile project management. This paper draws on the competing values framework to explain how various dimensions of organisational culture influence the technical and social streams of agile project management.

The findings underscored the detrimental effects of hierarchical culture, characterised by rigid organisational structures, formal communication with management and resistance to change acceptance, on both the technical and social aspects of agile projects. In contrast, the positive impact of group culture on the social aspect was evident through employee empowerment and teamwork. Moreover, the rational culture dimension demonstrated favourable effects on both streams, emphasising market knowledge, financial development and business opportunities. Finally, the developmental culture dimension supported customer collaboration, knowledge sharing and innovation.

The focus on the “mutability” of organisational culture has led to four research propositions delineating specific ways of cultivating organisational culture to be more conducive to agile projects, marking a first in the academic literature.