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This study aims to investigate the dynamics of knowledge hiding (KH) within group settings, focusing on both the experiences of those who hide knowledge and the perceptions of their group members.

An exploratory study was conducted with 49 undergraduate business students who participated in group-based problem-solving tasks. Some participants were assigned the role of “knowledge hiders.” Data were gathered through observations, pre- and posttask surveys and in-depth interviews. The analysis included quantitative and qualitative approaches, with thematic analysis applied to the qualitative data.

This study identified complex emotional responses among knowledge hiders, including guilt and cognitive conflict, moderated by social context. Hiders used various strategies, including evasive hiding, playing dumb and misdirection. Interestingly, targets often misinterpreted KH behaviors, attributing them to disinterest or discomfort rather than intentional withholding.

The controlled setting and short-term interactions may limit generalizability to organizational contexts. Future research should explore the long-term consequences of KH and its occurrence in diverse environments.

Organizations may benefit from addressing the underlying causes of KH, such as communication issues and weak social connections, rather than solely focusing on eliminating KH behaviors. Understanding the subtle nature of KH could lead to more effective interventions in fostering open knowledge-sharing cultures.

The dual perspective – examining both the hiders’ and targets’ experiences – adds a novel dimension to the KH literature. The findings challenge the assumption that KH always leads to negative outcomes, like mistrust or group conflict, and emphasize how KH is often misperceived in group interactions.

This study aims to identify and understand critical success factors for implementing and sustaining circular economy (CE) practices in manufacturing small and medium-sized enterprises (SMEs). More precisely, this study examines the complex interplay between micro-, meso- and macro-level success factors that are deemed critical for implementing and sustaining CE practices.

The study is based on a two-stage methodology that combines a comprehensive literature review and an interview study with 12 Swedish manufacturing SMEs that implement CE practices.

The study identifies and categorizes success factors for implementing and sustaining CE practices in manufacturing SMEs. Based on the findings, a holistic framework is proposed that takes into account multiple perspectives, i.e. at the micro, meso and macro levels. This framework enables a deeper understanding and thus a more nuanced discussion of the complexity inherent in the transition to a CE from the perspective of manufacturing SMEs.

This study contributes to the growing body of research on CE transition. By focusing on SMEs in particular, the paper adds the needed diversity to the study of CE practices and influencing factors at different levels.

This paper aims to investigate critical change management factors in small and medium enterprises (SMEs), shedding light on key aspects of resilient organizational strategies.

The research adopted a mixed-methods approach, including inductive content analysis to identify the drivers and the best-worst method with data collection from eight subject matter experts.

The drivers selected by the experts as most important were “the existence of a plan with clear guidelines and steps for organizational change” and “leadership engagement to motivate and support employees” (with weights of 0.31 and 0.25, respectively). Disparities in experts’ opinions arise concerning perceptions of management evolution, leadership styles and communication efficacy. The findings suggest that leadership needs to adopt a more inclusive and participatory approach to drive better outcomes in SMEs. Furthermore, flexibility and adaptability were identified as fundamental traits for maintaining competitiveness in the market.

The research’s originality lies in its focused and data-driven approach applied to the Brazilian context. This study offers a new methodological contribution by integrating the best-worst method with qualitative content analysis to prioritize and contextualize critical change management factors specific to SMEs. Unlike previous research that has mainly addressed general challenges or descriptive analyses, this study provides applied results for managers and policymakers. Also, it presents a replicable framework for exploring similar organizational challenges in other contexts.

The present paper offers a literature review on the application of institutional theory in the context of small and medium-sized enterprises (SMEs). The study aims to synthesize existing research on how institutional factors, both formal and informal, shape the strategic behaviors of SMEs through the lens of new institutionalism and its three strands – rational-action neoinstitutionalism (RAN), social-constructionist neoinstitutionalism (SCN) and mediated-conflict neoinstitutionalism (MCN). It also identifies critical gaps and proposes avenues for future research.

Employing the B-SLR’s multi-method framework, this study integrates bibliometric analysis and a systematic literature review. The analysis examines 202 articles, categorizing them into four key research clusters related to the application of institutional theory to SMEs.

The literature on SMEs and institutional theory is framed around the following clusters: (1) institutional theory and innovation in SMEs, (2) institutional theory and the environmental sustainability of SMEs, (3) institutional theory and the internationalization of SMEs and (4) institutional theory and SME strategies in emerging markets.

This study represents the first literature review applying institutional theory to SMEs, offering a framework for understanding how institutional factors influence SME strategic decisions. The paper also identifies research gaps, proposing directions for future studies within each of the four clusters and contributes to bridging the fragmented research on SMEs and institutional theory.

Knowledge loss and retention are common phenomena not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets out to understand why knowledge loss occurs and how to retain knowledge, particularly in the context of interorganizational projects. For this purpose, the Orange Line Metro Rail Transit System in Lahore, the Bus Rapid Transit in Peshawar and the Green Line Metrobus in Karachi, all in Pakistan, were examined.

A multi-case study approach is employed in this paper. Empirical data were collected through semi-structured interviews and archival documents. To analyze the data, we used a three-step thematization procedure, which included data condensation, data presentation and conclusion.

The findings present the determinants of knowledge loss, including high time pressure, memory decay, lack of sharing of personal knowledge and tenuous relationships between salary and experience. For knowledge retention, the findings provide evidence of the transformation of the working environment, externalization, job shadowing, the hiring and rehiring individuals and the provision of incentives.

By examining knowledge loss and retention in interorganizational projects, this article contributes to the literature on knowledge-based theory.

Successful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method.

Following the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals.

The study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation.

Research on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

This study aims to unfold the education–performance relationship, especially concerning the entrepreneurs from an emerging economy, India. A double-layered complex model was developed showing the moderation of knowledge management (KM) and experience in education and performance relationship mediated through human skills.

Data were collected using cluster sampling from 450 entrepreneurs from India. After checking the survey instrument’s measurement properties with LISREL, Hayes’s PROCESS macros were used to analyze the results.

The results indicate that education does not predict entrepreneur’s performance but predicts human skills, which in turn positively predicts performance. Result also shows that KM (first moderator) and experience (second moderator) significantly influenced the human skills, performance and education–performance relationship.

The multiple moderated-moderation effects of KM and experience are the unique work not contributed earlier. The originality of this research is based on the relationship study between human skills in influencing performance through the moderation of KM (first moderator) and experience (second moderator).

This paper aims to systematically review the literature on knowledge leakage through social networks in the past decade to find existing gaps, identify potential risk factors while, ultimately, proposing ways of mitigating these factors.

This study adopted Preferred Reporting Items for Systematic reviews and Meta-Analysis as guide for searching relevant scholarly publications. Subject-specific and -related research papers were obtained from three databases, namely, Scopus, Web of Science and EBSCOhost. The review data was generated from the search results while adopting specific criteria to either accept or reject a particular publication during the search process.

Technological, operational and human knowledge factors are some of the risks resulting from knowledge leakage. Highlights of the paper include strategies for mitigating these factors, including continuous training, creating awareness, banning social media usage at work and reinforcing nondisclosure policies. This study also found potential gaps from the literature, categorized as topical, geographical, industrial, theoretical, methodological and conceptual gaps while proposing ways of addressing these gaps using specific research questions. These questions set the direction for future studies on knowledge leakage and social networks.

Implications of the findings are laid out, particularly the idea of developing actionable managerial plans for preventing knowledge leakage from occurring in organizations in the first place. The systematic, rigorous, transparent and methodological procedures used throughout the entire research process strongly suggest that the findings and conclusions are legitimate. While the findings were not drawn arbitrarily, they potentially offer windows of opportunities for bridging the six potential gaps identified in this paper.

This study aims to propose an improved benchmarking approach for developing novel intellectual capital (IC) performance indicators (PIs) for business incubators (BIs), a crucial underexplored actor within entrepreneurial ecosystems. The developed PIs are used to benchmark the performance of the selected BIs, identify best-in-class performers and extract their practices into explicit knowledge to provide practical guidelines.

To create a more effective and practical benchmarking approach, this study integrates several validated methods, including the Delphi technique, business incubation maturity model, analytic hierarchy process knowledge mapping and ontology. These methods address the fundamental limitations of traditional benchmarking approaches and improve the overall process.

Through the implementation of the improved benchmarking approach, new IC indicators of BIs and their corresponding assessment rubrics, based on the maturity levels of business incubation, have been developed. Furthermore, the best performers for all IC indicators were identified, and their selected practices were extracted and presented as explicit knowledge.

This study addresses several major gaps in the literature, including (1) resolving fundamental limitations of traditional benchmarking approaches, (2) developing a new standard set of IC indicators and corresponding assessment rubrics for BIs, (3) conducting the first benchmarking of IC performance among BIs and (4) executing the IC benchmarking process through to the analysis phase.

The effects of gendered views on employee voice are of great importance for knowledge sharing within public universities. Yet, they are still neglected by current human resource management and entrepreneurship literature. While strengthening themselves by reinforcing the strengths and opportunities, public universities can generate entrepreneurial opportunities through various knowledge-sharing mechanisms, including social networks and employee voice. This became a crucial lever for public universities to leverage competitive advantages and to support entrepreneurial activities through network knowledge-based sharing. For this purpose, this study aims to examine the various aspects of entrepreneurship via the voice of employees, emphasizing the moderating effect of gender and the mediating role of social networks on the link between employee voice and the entrepreneurial atmosphere of universities.

The authors collected survey data from a cross-sectional sample of 335 employees engaged in entrepreneurship activities within public universities in an emerging economy context and analyzed the data using partial least squares structural equation modeling (PLS-SEM) with the Smart-PLS software.

The PLS-SEM analysis found that different dimensions of the university entrepreneurial climate (communication, knowledge sharing and innovative climate) positively impact members’ voices within public universities. This effect is amplified by social networks, which are crucial for spreading knowledge among faculty, thereby fostering a more open and collaborative academic environment.

When acting, the university top management team should encourage the generation and dissemination of entrepreneurial ideas to nurture a dynamic entrepreneurial atmosphere and social involvement, ultimately supporting sustainable competitive advantages through a culture of strategic knowledge sharing. The results have practical implications for university managers, entrepreneurship education actors, administrators, policymakers and entrepreneurial ecosystem actors, by demonstrating how social networks can amplify the dissemination of ideas and entrepreneurial spirit.

This research explores how entrepreneurship and social networks can help faculty members have a stronger influence in academic settings. It also fills in the gaps in knowledge about how human resource management and entrepreneurship can work together to create a more communicative and innovative academic environment. Additionally, this study brings new ideas to existing literature by looking at how gender differences can affect employee voice, particularly emphasizing the importance of women in leadership roles at universities. This study is also the first to delve into how entrepreneurship and social networks, along with gender perceptions, play a role in shaping the voice of employees in a public university.