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This study examines the effect of various attributes of leadership and teams, modeled as perceived e-leadership and perceived team dynamics on virtual team (VT) performance in a public organization.

Using a survey instrument, data were collected from 184 participants involved in a virtual workplace from one of the largest Canadian public organizations. This study uses PLS-SEM software and quantitative methods.

This research identified that perceived team dynamics, which includes team member behavior, collaboration and support, has a significant medium effect on VT member performance. However, perceived e-leadership, which includes leaders' trust, leader communication/co-ordination and leader behavior, has a significant small effect on VT performance.

This study contribute to literature on VTs and VT's performance specially in public organizations. As the existing literature on employee performance has mainly focused on private organizations, and more so on VTs. However, little is known about VTs in public organizations and specifically about their performance.

The purpose of this study is to investigate the role and features of internal online events (IOE) in organizations and measure their impact on employee outcomes (communication satisfaction and loyalty in active and passive forms).

The study conducted a mixed-method process – first, which involved three semistructured interviews in India, Russia and France, and the data were analyzed through a qualitative coding procedure. Subsequently, a survey was conducted among employees regarding their perceptions of IOE. One hundred eighty-four fully completed questionnaires were collected, and the results were analyzed using structural equation modeling.

The analysis of qualitative data revealed common patterns in IOEs in the organizations across India, Russia and France. The quantitative analysis showed the significant impact of IOEs on perceived communication satisfaction. Which in turn primarily stimulates the development of active employee loyalty rather than passive loyalty.

This study acknowledges that the samples were limited to only a few geographical regions of India, Russia and France. Also, the research is subject to sampling limitations due to snowball approach.

Internal communication (IC) managers can use this research findings to develop more effective IOEs to address organizational goals and create synergy-based positive outcomes (such as loyalty) within the employees of the organization.

Research contributes to exploring the role and characteristics of IOEs by applying engagement theory, emphasizing their capacity as a strategic IC channel to enhance employee involvement. Moreover, the study investigated the impact of IOEs on communication satisfaction and employee loyalty by applying affective events theory to communication.

Because of its impact on organisational growth, innovation and employee performance, knowledge hiding (KH) as a construct has gained increased attention from scholars and practitioners in recent years. The purpose of this paper is to conduct a systematic review of the existing literature on KH and take the stock of the current literature, identify research streams and offer recommendations on areas where KH may be investigated further.

In this study, the authors used systematic review methods to investigate the current state of KH research, and using thematic coding, the authors identified the current research streams and offer directions for future research.

The review of literature identified geographic representation of KH research, methodological approaches to explore KH and the prominent theories adopted to investigate KH, and through research synthesis, the antecedents and moderators/mediators of KH were identified. Subsequently, the authors also found seven research streams where KH has been predominantly studied. Finally, the authors provide suggestions of where the future research in KH might be headed.

This paper is one of the few to offer systematic review of KH literature and identify unexplored areas to be investigated in future research – which is the integral part of knowledge management process.