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This paper aims to introduce the term, knowledge harvesting, as an aid for researchers in comprehending what knowledge strategies influences projects, where to find knowledge, how to visualize knowledge, how to cultivate knowledge, who distributes project knowledge and how to gain former project knowledge.

The term knowledge harvesting emerged after having analyzed employees interviews at a Danish welding machine manufacturer using an adjusted grounded theory.

Employees’ knowledge harvesting strategies involve collecting knowledge, making knowledge visible in projects, introducing knowledge in projects, identifying knowledge deficiencies, cultivating knowledge to support projects and ensuring readily available historical knowledge termed para-knowledge.

To strengthen how significant and relevant knowledge harvesting can be, researchers need to apply knowledge harvesting as an explanation in their own research projects. Only then will knowledge harvesting becomes a solid explanation of what knowledge strategies employees apply and their implications for organization learning.

Knowledge harvesting introduces new understandings regarding employees’ knowledge acquisition processes during product development. Knowledge harvesting can help researchers to understand and identify how, why and what knowledge processes take place throughout product development.

Illustrates how the implementation of a major information technology (IT) system within the Norwegian Army affected the way the employees perceived their flexibility and personal involvement in their work. By employing Taylor’s initial works, this paper illustrates how the introduction of this IT system was perceived by some of the employees. Shows how, instead of increasing employees’ work engagement, the IT system had the opposite effect. Demonstrates that the new IT system contributed to a deskilling of the employees, to a more task‐oriented approach to their work, and to increased employees’ interdependence. Instead of increasing employees’ personal flexibility and involvement in their jobs, the research shows how the new IT system in fact contributed to a reduction in the freedom to choose when and how quickly to do their jobs.

This article exemplifies the importance of view learning within organizations, from a more holistic perspective where both the affectionate, cognitive and social side of learning is integrated. Lack of attention towards these aspects will cause the learning process to take place outside the context and without the employees it was meant to fertilize.

This article presents a drawing by a project manager taken from a study of product development processes. His drawing illustrates how his ”hand” and his ”heart” guided his interactions with persons in his organization. This decided what problems would involve what people and who learned what under what conditions.

Both managers and employees need to understand how the structural and affective aspects of a work process are coupled, if they want to build a sound learning organization that stimulates knowledge generation and employee engagement. Lack of attention towards these aspects will cause the learning process to take place outside the context and without the employees it was meant to fertilize. Further research is needed to identify why affectionate and structural decisions influence learning in organizations, how it happens and what consequences it has. A good starting point could be to ask employees to visualise from what perspective(s) they view their organizations and their own role(s) within them.

Helps both managers and employees to understand how the structural and affective aspects of a work process are coupled in order to create a sound learning organization.

Amidst dynamic global changes, migrant workforce dynamics have become complex due to voluntary and forced migrations, coupled with talent competition. Paradoxically, many migrants experience deskilling and brain waste in host countries. To optimize migrant skills for enhanced job performance in fluctuating organizational and environmental contexts, it is vital to overcome this challenge. This study aims to verify the employees’ dynamic capabilities (EDC) based job performance model among migrants, exploring how the moderating effect of a meaning of life influences the relationship between EDC and job performance, considering job-related attitudes.

We conducted empirical research based on a survey of 453 Ukrainian migrants currently residing in Poland.

The results indicate that EDC influences job performance through person-job fit, work motivation, and job satisfaction. Particularly, migrants with a positive meaning of life show stronger relationships between EDC and job performance.

The article’s originality lies in exploring the concept of EDC within the context of migrant workers, bridging a gap in understanding how these capabilities impact job performance, particularly regarding brain waste and deskilling. The study delves into how EDC could mitigate the mismatch between migrant workers’ qualifications and job placements, thereby enriching international human resources management strategies to foster inclusive workplaces and enhance migrant workforce success.

Although innovative HRM practices have been found to improve performance, the management literature has overlooked their effect on individual level outcomes, such as employee health and well‐being. The purpose of this paper is to explore whether the implementation of these innovative practices has an impact on the three dimensions of well‐being (physical, psychological and social) and whether well‐being should be considered as a mediator of the innovative HRM‐performance relationship.

The paper uses qualitative data collected from an in‐depth case study via document analysis and semi‐structured interviews with HR practitioners and employees. The data were coded using N‐Vivo software.

The paper shows that innovative HRM practices can lead to both positive and negative well‐being outcomes. Furthermore, they create trade‐offs between the three dimensions of well‐being. While they increase employee well‐being on one dimension, they are detrimental to another.

Due to the scope of the research, the paper bounded itself to analyzing three innovative HRM practices. Different trade‐offs may exist for other practices.

Many organizations are introducing innovative HRM practices assuming that they will improve performance. However, the existence of well‐being trade‐offs needs to be acknowledged and managed.

This paper shows that for a comprehensive understanding of the effects of innovative HRM practices further studies need to contemplate the different dimensions of well‐being separately, as trade‐offs may occur between them. It further suggests that well‐being may be an unexplored mediator of the innovative HRM‐performance relationship.

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas.

The related literature on performance measurement, management control systems and management information systems, in the context of organisational culture, is examined and a framework for mapping the interplay of the three areas is developed. The research is based around five case studies where performance measurement systems were implemented in action research programmes, using identical implementation methods, by the same research team. The use of the performance measurement systems was then observed over a period of time in relation to the implementation lifecycle, changes to management style and organisational structure over time. The dynamic relationships were then mapped using the framework developed. Patterns were observed, which led to new insights.

Organisational culture and management style seem to be interdependent throughout the lifecycle of the performance measurement system. That is, management styles need to evolve as the maturity of the performance measurement system and the organisational culture evolve. A successfully implemented and used performance measurement system, through cultural change, leads to a more participative and consultative management style. Similarly, the correct use of performance measurement systems can encourage an achievement culture to emerge. All five cases suggested that an authoritative management style was essential at the start but this would change with the emerging culture.

The research results are limited to five socially constructed case studies. Whilst these findings remain valid, they cannot be used for universal generalisations. In terms of modelling the organisational culture, the research focuses on the organisation as a whole and does not take into account the possible existence of sub‐cultures within the organisation.

A better understanding of management styles and organisational culture will allow practitioners to better assess the organisations' readiness to implement performance measurement systems. Similarly, the results provide guidance towards the management styles that would be appropriate when implementing performance measurement systems in different cultural settings.

The framework for modelling the dynamic relationship between performance measurement, management style and organisational culture, together with the findings, should provide useful insights and methods for future researchers in this area.

In ubiquitous games, sensor data and the player’s dynamic profile personalize the experience, adapting scenarios and difficulty to the player’s context. However, manually creating custom virtual environments becomes impractical due to the scalability required in the real world, where gameplay depends on the player’s environment and various points of interest. Procedural content generation (PCG) naturally emerges as an automated solution. This study aims to review the state of the art among pervasive games that use procedural generation techniques.

The authors performed a systematic review of the literature on PCG techniques in ubiquitous games. The research methodology included initial database searches, forward snowballing and backward snowballing.

The authors selected 40 articles published from 2008 to 2022 after analyzing 1,017 PCG articles. Many of these paper use dynamic difficulty generation methods that affect game customization, balance and playability. The majority of titles are in the area of education and require rigorous evaluation. Some articles mention the use of PCG but provide limited details of algorithms or processes.

The low presence of recent articles stands out, which can lead to two conclusions: poor use of indexing of articles in the area or low amount of research over these years. One of the search bases did not enter due to the number of keywords used.

The paper is a guide for researchers in the area of pervasive games who are interested in using PCG techniques in their games.

This approach revealed articles combining PCG and ubiquitous games, with no previous systematic reviews at this intersection.