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Competitive success is governed by an organisation’s ability to develop new knowledge assets that create core competences. While these exist in many forms, organisational learning is an integral feature of any learning organisation that exploits its knowledge resources to generate superior performance. This paper explores the ideas and links between organisational learning and knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are essential elements that facilitate and nurture learning. As a consequence, core competences are built and developed within the learning organisation which, in turn, contribute to its competitive success.

The purpose of this paper is to explore the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC) and their impact on organizational performance. The proposed framework intends to add to the understanding of the specific processes that mediate between best HRM practices and organizational performance.

A range of relevant literature is explored and a conceptual model is proposed and discussed.

This paper proposes an answer to “how” best HRM practices can influence performance. It is suggested that KM and organizational learning (OL) play their own unique role in creating OC, which lead to superior performance.

The paper can help human resource managers to understand better the importance of OL and KM processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.

This paper attempts to shed some light on the processes through which HRM practices influence performance. The proposed conceptual framework is an original, complete model that will hopefully contribute towards the enrichment of the relevant literature. Moreover, it clarifies relevant terms and their relationship that seem to be surrounded by ambiguity.

The commercial spreadsheet is 21 years old and is now a commonplace business tool. To assess its impact on today’s modern business, this paper presents research based on a questionnaire survey of 227 respondents drawn from a range of business disciplines, and at various levels within their organisations. The results suggests that over 80 per cent are regular spreadsheet users, with Excel being the dominant spreadsheet. However, while its use in a variety of business applications is apparent, often only relatively low‐level features of the spreadsheet are utilised. Limited and inappropriate training persists and it is argued that unless this issue is embraced and appropriate resources channelled into developing expertise in this area, companies are unlikely to fully capitalise on the potential of the spreadsheet to encourage knowledge transfer and enhance workplace performance.

As we move rapidly into the 21^st century leaders face the challenge of being effective in a global knowledge environment. Now, more than ever, leaders must play the key role in helping organizations cope with the challenges they face from expanding knowledge and knowledge systems. Leaders must guide changes in a climate of increased competition to fill customer demands. This paper addresses the nature of the rapidly changing knowledge organization through an exploration of the traditional leadership paradigms, an examination of current trends in knowledge management and the learning organization, and by finally considering the role of leaders and leadership education in the emerging knowledge organization.

Core competences, emanating from an organisation and that provide distinctive benefits to customers, are commonly viewed as the basis of competitive advantage. While these exist in many forms, the role of individual and organisational knowledge is increasingly important in the formation of knowledge‐based core competences. This paper explores the ideas of knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are integral elements that facilitate and nurture learning. As a consequence, competences are built and developed within the “intelligent” organisation, which in turn, contribute to its competitive success.

Information technology (IT) has become a strategic weapon on tourism products’ identification, presentation, dissemination and getting a sustainable competitive advantage. Tourism management is the most important candidate for using IT with the need for gathering information in large quantities and diffusion of tourism management. The heterogeneous nature of these businesses means that information-communication Technologies’ uses change from sector to sector and from management to management in the tourism sector. The development of IT has created new application areas for tourism industry managers especially in efficient cooperation and provided tools for real globalization, IT is unexpectedly part of tourism management because of information creation processing and transmission which are important in daily activities. Therefore, both rapid development of tourism demand and tourism supply have become a compulsory partner of IT; and for this reason, IT plays an important role in the tourism marketing, distribution, promotion, and coordination. Due to this importance; the impact of IT on tourism sector is valued to be investigated. This chapter stresses that IT’s uses play an efficient role in choosing the management on behalf of the consumer. Within this context, this chapter composes of the information society; IT development and tourism; the usage of IT on travel, hospitality, tourism sector, its challenges, and advantages. This chapter mostly emphasizes on these subjects that will be examined deeply.

This paper aims to empirically examine the linkages between best human resource (HRM) practices, knowledge management, organisational learning, organisational capabilities and organisational performance. The proposed framework and findings intend to add to the understanding of the specific processes that mediate between best HRM practices and organisational performance.

To carry out this research a survey research strategy was followed. The sample frame for this study consisted of Greek firms that belong to the tertiary (services and commerce) sector, employing at least 50 employees. The final research sample consisted of 242 questionnaires. Descriptive statistics as well as structural equation modelling (SEM) techniques were used to analyse the data.

This paper proposes an answer to “how” best HRM practices can influence performance. Results indicate that service and commercial firms pursuing best HRM practices achieve better performance through the interaction of these practices with knowledge management and organisational learning capability and the creation of organisational capabilities.

Possible limitations of the study include the relatively small sample size, the use of subjective performance indicators and the measurement of organisational capabilities.

The paper can help human resource practitioners and/or managers to understand better the importance of organisational learning and knowledge management processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.

This paper attempts to shed some light on the processes through which human resource management practices influence performance. Moreover, the value of the human factor in knowledge management and organisational learning initiatives, as well as on organisational capabilities, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

Interfunctional coordination may be of primary importance to a firm developing a sustainable competitive advantage. This paper suggests that climate and socialization processes facilitate the development of interfunctional coordination, and thus its impact on firm performance. By merging the organizational culture, market orientation, climate, socialization, and competing values framework streams of literature to describe the process by which an organization positions itself in the competitive arena, a framework is developed and research propositions are offered.

In this research, we empirically examine the impact of Business Intelligence (BI) systems on operational capability in high-tech sectors. We also seek to understand the contextual factors that facilitate the adoption of BI systems.

We adopt Propensity Score Matching (PSM) and event study methodology, and analyze the financial data for a sample of 144 US firms which adopted BI systems from 2005–2014, and compare them to control firms without BI systems.

We find that the implementation of BI systems leads to higher operational capability, particularly for large high-tech firms with high technology intensity. We further show that technology intensity and firm size are important contextual factors for firms to reap the benefits of BI systems.

We demonstrate how benefits from the adoption of BI systems are likely to be strengthened. The benefits of BI systems depend on firms' technology intensity and firm size of high-tech firms. Accessing relevant and timely reports for decision-making is particularly important in the highly dynamic, volatile and competitive high-tech sectors.

We contribute to the literature by providing empirical evidence that the adoption of BI systems can improve firms' operational capability and show that technology intensity and firm size are important contextual factors for firms to reap the benefits of BI systems. We advance the understanding regarding the contextual factors in which firms are more likely to gain additional benefits from their adoptions of BI systems.