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Tacit and explicit knowledge sharing play crucial roles in today’s rapidly changing business environment, particularly in fostering innovation. However, uncovering tacit knowledge sharing remains complex. The purpose of this study is to analyze the mediating roles of tacit and explicit knowledge in the relationship between a knowledge-sharing culture and organizational creativity.

In this study, the authors developed an extended analytical process to analyze the impact of explicit and tacit knowledge on a knowledge-sharing culture and organizational creativity. This process combines two analytical techniques: necessary condition analysis (NCA) and partial least squares structural equation modeling (PLS-SEM). NCA identifies essential bottlenecks for a specific outcome, while PLS-SEM uncovers strong connections between predictor and outcome variables. The authors applied these analyses to a sample of 155 IT experts from a leading telecom company in the Turkish ICT industry to test the relevant hypotheses.

The findings of this study indicate that tacit knowledge, rather than explicit knowledge, partially mediates the relationship between a knowledge-sharing culture and organizational creativity. This mediating role of tacit knowledge is particularly pronounced in the ICT sector. Additionally, the impact of organizational capabilities on organizational creativity is amplified by higher levels of tacit knowledge sharing.

The effect of organizational capabilities on organizational creativity was found to increase because of tacit knowledge sharing compared to explicit knowledge sharing, depending on the knowledge-sharing climate.

Corporate social responsibility (CSR) performance is critical to address construction activities’ environmental and social impacts. This study aims to evaluate the level of CSR implementation across various categories within the context of the Vietnamese construction industry.

The literature review and semi-structured interviews were conducted to determine Vietnamese construction organizations’ most commonly implemented CSR activities. A total of 252 valid responses were then obtained through a questionnaire survey. In addition, the fuzzy synthetic evaluation (FSE) method was used to evaluate the extent to which CSR categories have been implemented in construction companies.

The findings revealed 31 commonly implemented CSR activities of the Vietnamese construction firms, which were grouped into four categories. Of the four categories, the FSE analysis showed that stakeholder CSR was the most critical category, followed by ethical CSR, philanthropic CSR and environmental CSR.

This research provides valuable CSR activities to construction companies that intend to develop sustainably. Moreover, the proposed prioritization methodology offers practitioners a reliable and easy-to-use evaluation tool that clearly understands CSR performance within their organizations.

Conspicuously absent from the branding literature is research on the brand-to-brand (Br2Br) interface enabled by social media. The author proposes how networked brands-as-actors integrate their resources as Br2Br interactions that co-create consumer–brand value. As a secondary contribution, the author provides an empirical baseline exploration of the value co-creating impact of Br2Br interactions on consumer–brand evaluations and social media engagement.

Three streams of research aid in conceptualizing the value co-creating process of Br2Br interactions. A follow-up exploratory study uses a controlled Br2Br interaction stimulus in a 2 × 2 × 2 between-subjects design, where brand familiarity and product category complementarity are manipulated, and interaction spillover effects are analyzed using structural equation modeling.

The author finds Br2Br interactions positively affect consumer–brand evaluations and social media engagement likelihood. Spillover effects of these interactions are symmetric for consumer–brand evaluations for both brands. However, brand familiarity moderates the effects of Br2Br interactions on consumer–brand evaluations.

The author lays the groundwork for future research on the complexities of Br2Br interactions – including brand personality conflict, interaction duration and paratextual language – and the boundary conditions for Br2Br and brand-to-consumer relationships.

This study aims to investigate the mediating role of different types of intellectual capital (human, structural and relational) in the relationship between artificial intelligence-driven supply chain analytics capability (AI-SCAC) and various supply chain decision-making processes, specifically rational, bounded and tacit decision-making.

The study used a quantitative survey strategy to collect the data. A total of 320 valid questionnaires were received from manufacturing companies. The data were analysed using structural equation modeling with partial least squares (PLS-SEM) approach through SmartPLS software.

The results indicate that human and structural capital significantly mediate the relationship between AI-SCAC and rational and bounded decision-making processes. However, structural capital does not mediate the relationship between AI-SCAC and the tacit decision-making process. Moreover, relational capital does not show a significant mediating effect on all of the decision-making processes. Notably, structural capital has the strongest impact on rational and bounded decision-making, while human capital plays a critical role across all three decision-making processes, including tacit decision-making.

This study contributes to the literature by providing a nuanced understanding of the differentiated impact of intellectual capital components on various decision-making processes within the context of AI-SCAC. While previous studies have broadly acknowledged the role of intellectual capital in decision-making, this research provides more understanding of how specific types of intellectual capital interact with AI to influence distinct decision-making processes. Notably, the differential impact of structural capital on rational and bounded decision-making versus tacit decision-making highlights the need for organisations to adopt a more tailored approach in leveraging their intellectual capital.

This study aims to establish an understanding of commonsense, a valuable mechanism for navigating disruptive, volatile, uncertain, complex and ambiguous (DVUCA) environments.

This study conducts a scientometric (bibliometric) analysis of commonsense through the lens of tacit knowledge, practical intelligence and sensemaking to unpack is nomological network.

This study reveals that tacit knowledge, practical intelligence and sensemaking are pivotal to the conceptualization of commonsense, crucial for navigating DVUCA environments. These elements interact within organizational contexts, influencing knowledge dynamics, decision-making processes and ethical leadership. The findings not only affirm the foundational role of these components in commonsense but also highlight their interplay in fostering organizational resilience, adaptability and strategic agility. This synergy underlines commonsense as a multifaceted and dynamic capability essential for effective management and leadership in complex settings.

This study significantly enriches the theoretical landscape of commonsense by mapping its components within a scientometric-established nomological network. By identifying the interconnected roles of tacit knowledge, practical intelligence and sensemaking in organizational settings, it invites future scholarly endeavors to further dissect these relationships. It also encourages the exploration of additional elements such as emotional intelligence and cultural factors that may influence commonsense. This research opens new avenues for examining how these foundational aspects can be systematically nurtured and developed within diverse organizational environments.

This study provides actionable insights for organizational leaders and policymakers. Understanding the critical roles that tacit knowledge, practical intelligence and sensemaking play in navigating complex environments can guide the enhancement of training and development programs to strengthen these capacities. The importance of fostering a culture that supports continuous learning and ethical leadership is emphasized, as these elements are essential for sustaining competitive advantage and ensuring responsible governance. Managers are encouraged to integrate structured sensemaking processes and practical intelligence into strategic decision-making to improve adaptability and resilience when facing DVUCA challenges and opportunities.

This study offers a pioneering exploration of commonsense through the integration of tacit knowledge, practical intelligence and sensemaking into a cohesive framework. Employing scientometric analysis, the study provides a comprehensive understanding of how these cognitive processes interact to facilitate decision-making and problem-solving in complex environments. The study enriches knowledge management by presenting a refined perspective on the interplay between these elements, deepening the understanding of how commonsense is generated and applied within organizational settings. This contribution significantly enhances theoretical discourse on adaptability, decision-making and resilience in DVUCA environments.

The paper aims to analyse the effects of interplay between entrepreneurial risk-taking behaviour and each of the three components of intellectual capital (IC) on the degree of novelty of new products.

This article studies one of the most recognized dimensions of entrepreneurial orientation (EO) along with knowledge-based assets owned by high-tech firms. In this way, entrepreneurial risk-taking is analysed considering the companies’ intellectual capital endowment, as a contingent variable, to examine the achievement of a higher novelty in developing new products from firms’ EO. The empirical study was carried out on a sample of 155 Spanish knowledge-intensive firms and based on survey data gathered from two different respondents. Hierarchical regression analysis was used.

Findings reveal heterogeneous effects of IC components on the relationship between entrepreneurial risk-taking and innovation novelty. While innovative culture (organizational capital) has a positive interaction with risk-taking in the influence on the degree of novelty of new products, relationships with customers (social capital) have a negative one. And, however, CEO industry experience (human capital) doesn’t have any contingent effect.

This study contributes to shed light on the few empirical studies that analyse internal contingent elements in the relationship between entrepreneurial risk-taking behaviour and the novelty of product innovation in high-tech firms. Concretely, specific manifestations of IC components are examined jointly with entrepreneurial risk-taking.

Most small- and medium-sized high-tech companies lack resources compared to large corporations, making it challenging to fully develop an employer brand. Therefore, identifying the subdimensions of employer branding that are important to talent in startup tech companies is crucial. Additionally, startups have higher organisational agility. Integrating this agility into an employer’s brand can enhance the unique value of startups, which is vital for employee retention.

Taiwan has many high-technology companies, and the competition to acquire talent is fierce. Hierarchical linear modelling is used. Data are collected from 219 employees of 51 high-technology startup companies.

The subcomponents of employer brand, “healthy work atmosphere”, “training and development” and “compensation and benefits”, significantly influence employee retention in high-tech startups. Additionally, agile values positively influence employee retention and positively moderate the relationship between the employer brand’s “healthy working atmosphere” and “training and development” with employee retention.

This study expands the theoretical content of employer branding. In resource-constrained small startup tech companies, greater focus should be placed on developing the three sub-dimensions. Although employee growth needs can compensate for some of the shortcomings of employer brands, employees still expect high salaries and benefits. Additionally, this study discusses agile values through empirical research, filling the gap in past research on agile values, which primarily focused on qualitative studies. We use the organisational culture perspective to determine whether agile values can enhance employee retention in rapidly changing environments. Agile values positively affect work environments.

Drawing on conservation of resources theory, this study aims to examine how employees’ experiences of excessive workloads may direct them away from efforts to share knowledge with other organizational members, as well as the circumstances in which this process is more or less likely. To untangle the process, the authors predict a mediating role of job dissatisfaction and moderating roles of two complementary resources that help employees cope with failure: resilience as a personal resource and organizational forgiveness as an organizational resource.

Survey data were gathered from employees of an organization that operates in the construction retail sector. The Process macro provides an empirical test of the moderated mediation dynamic that underpins the proposed conceptual framework.

The statistical findings affirm that an important channel through which employees’ perceptions that their work demands are unreasonable escalate into a diminished propensity to share knowledge is their lack of enthusiasm about their jobs. Their ability to recover from challenging work situations and their beliefs that the organization does not hold grudges against people who commit mistakes both mitigate this harmful effect.

For organizational practitioners, this research shows that when employees feel frustrated about extreme work pressures, the resource-draining situation may escalate into diminished knowledge sharing, which might inadvertently undermine their ability to receive valuable feedback for dealing with the challenges. From a positive perspective, individual resilience and organizational forgiveness represent resources that can protect employees against this negative spiral.

This study explicates an unexplored harmful effect of strenuous workloads on knowledge sharing, which is explained by employees’ beliefs that their organization fails to provide satisfactory job experiences. This effect also is mitigated to the extent that employees can draw from valuable personal and organizational resources.

This paper investigates the mediating role of organizational prosocial behavior (OPB) in the relationship between spiritual leadership (SL) and knowledge-sharing (KS) from the intrinsic motivation perspective.

A survey was used to gather data from middle and executive management employees at industrial firms in Sahab Industrial City in Jordan. The study applied quantitative exploratory methods. The study used a self-reported questionnaire to gather data, with 268 valid responses being used to conduct the analysis. The analysis of data proceeded with the aid of SEM-PLS using SmartPLS 4.

The results advocate the positive link between SL and KS routing through the mediator (OPB). The mediating role of OPB was found to be partial.

This study offers practical implications for organizations that wish to optimize KS among employees. It emphasizes the crucial role of SL in determining employee OPB and proposes that managers strive to engender organization-wide transcendental values.

This study furthers the understanding of KS by testing the relationship between SL and KS using OPB as a mediator, which has not been investigated theoretically or empirically.

This paper aims to describe the role of corporate social performance as a potential mechanism for reducing earnings management. This paper contributes to the existing literature by addressing the moderator effects of national culture on the relationship between CSR and earnings management.

This study investigates the moderating impact of Hofstede’s cultural dimensions on the association between corporate social responsibility (CSR) and earnings management. The data set covers 71,893 firm-year observations spanning 2006–2022 and involving 4,229 firms listed in common law countries.

The result confirms that corporate social performance reduces the use of real earnings management and controls the change of method AEM to REM method. When testing the indirect effect, the results show that cultural dimensions moderate the relationship between CSR and earnings management. These findings have many theoretical and practical implications for researchers, investors and decision-makers.

This paper contributes substantially to extant literature by comprehensively exploring the moderating influence of national cultures on the intricate nexus between CSR and earnings management, encompassing the pre- and post-COVID-19 periods. The implications of these findings extend to researchers, investors and policymakers, offering valuable insights for informed decision-making.