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The effect of digital transition on knowledge management (KM) processes is becoming relevant for companies operating in different industries and the body of literature examining this impact is rapidly growing. This paper aims to critically analyse the literature on the impact of digital transition on KM by rethinking the SECI model proposed by Nonaka and proposing the WISED model for the digital knowledge-creating company.

The systematisation of existing studies on the topic and the analysis of the evolution of knowledge creation process in the era of digital transition was carried out through a bibliometric approach.

According to the traditional epistemological and ontological dimensions and considering the innovative KM processes identified by this study (i.e. webification, informalisation, systematisation, explicitation and digitalisation), the results highlight how the proposed WISED model can be adopted by organizations to manage knowledge through the use of digital technologies.

Digital transition seems to open up new horizons that can expand the potential use of the WISED model for organisations and society.

Against the backdrop of the convergence and divergence debate in comparative management studies, this study aims to explore Chinese-style management and proposes the husband-housewife-patriarchy (HHP) model of management, emphasizing the uniqueness of Chinese management practices that are differentiated from Western- and Japanese-oriented paradigms while advocating a progressive and practical approach to understanding and applying these principles [1].

This study combines a “bottom-up” and “top-down” logic of analysis to reexamine the general managerial approaches, with particular attention toward human resource management as a stream within the whole management spectrum across China, the USA, Europe and Japan, reaching a typological representation of the above prototypes, which is coined as the HHP model of management. In doing so, this paper proffers a novel lens for revisiting these models and advancing management innovation in China.

Chinese-style management is characterized by an array of unique approaches diverging from Western and Japanese models. The HHP management model is presented as a new framework for reinterpreting these distinctions and encouraging management innovation within China, highlighting the potential of Chinese management practices in contributing to global management knowledge.

This paper offers novel perspectives on Chinese-style management and introduces the HHP management model, enriching the discourse on comparative management and local innovation in the managerial arena.