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This paper aims to further research on leadership and knowledge management through formal knowledge strategies in knowledge-intensive organizations (KIOs), and analyse knowledge management challenges and approaches within KIOs, especially tacit knowledge.

This paper is based on conceptual and literature research.

Managing knowledge as an organizational asset involves how knowledge is obtained, stored and organized, and accessed and shared when needed. This is crucial for KIOs. Knowledge that is not captured, understood and transferred, throughout the organization, is useless. This requires the integration of systems and processes with people and leadership. Tacit knowledge generation and transfer is especially important in KIOs. In particular, the success of KIOs depends crucially on management’s ability to give leadership in a way that supports knowledge-intensive teamwork. The global nature of internal and external knowledge networks adds to the leadership challenge. This can be made more complex by cultural differences, intellectual property protection (formal and informal) and talent scarcity.

Further research is needed to identify the types of KIO and to better understand sound common knowledge management and related leadership principles across all types of KIO and those that are more context-dependent on the type of KIO and/or its business and cultural context. More research is needed on policy making organizations, in-company policy-making research and development and creative industries.

The paper takes forward research on leading knowledge management in KIOs and introduces 14 challenging new papers in this specific field of research.

Managers can use political and social industry analysis in concert with competitive analysis to improve overall organizational performance.

Game Theory has become an integral part of the business school curriculum, but the popular business press ignores it. Here's a crash course.

This paper aims to explore a new concept of knowledge corruption (KC) within knowledge management with a focus on KC in high-velocity, turbulent environments (HVTEs) and its impact on business and military competitive advantage.

The conceptual paper explores existing literature and then develops new models involving the impact of KC on knowledge transfer and the moderating variables of culture and leadership in HVTEs.

Several new models are proposed including knowledge transfer and corruption in HVTEs with possible forms of KC, the relationships of variables in tacit knowledge transfer (TKT) and KC in HVTEs and organizational archetypes for TKT and KC.

While the literature review provides a decent analysis of existing theories and models, the review is not exhaustive, and there may be alternative models and theories not covered.

The development of new models and theories within the field of knowledge management on KC in HVTEs represents important practical knowledge for management to reduce KC within their organizations to improve more effective knowledge transfer for sustainable innovation and better decision-making.

This paper provides a new, unique look at aspects of knowledge management that are currently underserved. The concepts of KC and HVTEs represent original content within this field.

Discusses the use of the ILLFILE program for lending record‐keeping in addition to the more usual copyright limit control. Examines the steps needed to allow ILLFILE to perform the function, how to sort the records, using the Update command, using ILLVIEW, and producing reports. Surmises that using ILLFILE allows records of incoming and outgoing requests with only the additional step of inserting a computer disk in the daily routine.

This paper aims to clarify the relationship between explicit and tacit knowledge in specific organizational environments. It seeks to explore processes and strategies currently being deployed as best practices in the military to see what can be learnt from them and to improve the use of knowledge assets in large‐scale organizations in high‐velocity and/or turbulent environments.

High velocity/turbulent environments are defined. The paper uses examples from the public sector and the private sector and provides a model for knowledge management in high velocity/turbulent environments (HVTE) and offers several propositions for further exploration.

The paper provides insights into how and why tacit knowledge is more important to decision making and strategic positioning in high velocity/turbulent environments. The complexity of knowledge management is enormous.

What the authors learned from the military can serve as lessons for businesses to improve their agility in high velocity/turbulent environments. Businesses can apply this knowledge in considering the types of environments they operate in and which methods of knowledge transfer would serve them best to remain competitive.

This paper addresses what the authors believe is missing in knowledge management research to date – how and when tacit knowledge is more critical to organizational success than the use of explicit knowledge. The analysis also provides an environmental framework that distinguishes the use of tacit and explicit knowledge.

The purpose of this paper is to investigate the challenges, worldwide of managing an aging workforce. The paper offers suggestions for public policy and for individual organizational approaches to developing, managing and motivating an aging workforce.

The paper reviews in depth international literature, public policies and corporate policies that deal with an aging workforce.

In virtually every nation in the world, society is aging and the costs to society – on multiple dimensions demand organizational action and changes in public policy. For the first time in recorded history the number of people aged 65+ will exceed those 15 and under starting in 2015. It is also predicted that those 80+ will be greater than those under 15 in Europe by 2060.

This paper explores the impact of a worldwide aging society on the management of organizations and the demands that this aging will place on public policy. It addresses the profound impacts of changing dependency ratios on nations and on their future competitiveness.

In 1979, the company's Annual Report stated that Monsanto operations included “more than 180 manufacturing plants, laboratories, and technical centers in 20 nations. The company's products [were] sold in 123 nations.” According to the April 30, 1984, Fortune, “Monsanto hit its nadir in 1980; though sales increased 6 percent to $6.57 billion, earnings plunged 55 percent to $149 million….[The company] lost over $300 million on old‐line businesses, with fibers and styrene proving the worst performers.” Its return on stockholder equity was 5.3 percent.

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.

Supervision is an essential component of the helping professions. It provides a gatekeeping role into the quality and effectiveness of care, while also having a safeguarding and reporting function. Moreover, practitioners' use of effective supervision is associated with various personal and organisational outcomes. Supervision is generally provided by a more senior member of the same or very similar profession. However, peer support is still a developing profession and does not, generally speaking, have peer supervisors. Although other professions can and do supervise peer workers effectively, there are various concerns that for many, the peer role gets diluted when those without lived experience are supervising peers.