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The study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.

Using a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.

The results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.

This study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.

The paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.

This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities.

The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique.

SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices.

The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP.

The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

Well-being at work is a prime concern for learning organizations where work is knowledge-intensive and the need for updated learning exerts high work pressure. This study aims to examine the mediating influence of organizational learning capability in facilitating routine and novel knowledge sharing to foster employees’ well-being at work in Indian information technology (IT) organizations. This research explores whether the sharing of routine knowledge and novel knowledge contributes to employees’ well-being at work by enhancing organizational learning capability.

Using a quantitative approach, the authors collected data from 209 employees in IT organizations in India via a questionnaire survey. After verifying the reliability and validity of the data, the authors analysed the data using co-variance-based structural equation modelling using AMOS 26.

The results show that the indirect effect of routine and novel knowledge sharing on well-being at work was influenced by the mediating role of organizational learning capability. Routine knowledge sharing has a significant positive impact on organizational learning capability and well-being at work. While novel knowledge sharing positively predicted organizational learning capability, it did not have a direct impact on well-being at work. Moreover, organizational learning capability has a direct positive effect on employees’ well-being at work.

The cross-sectional design of the study makes the cause-and-effect relationship difficult to conclude. Moreover, the use of self-report measures poses methodological biases. Thus, longitudinal studies with objective measurements are recommended. Future studies can examine the role of individual characteristics such as learning orientation and personality in the studied framework.

Employee well-being and organizational learning can be enhanced through knowledge sharing practices, promoted by human resource policies and leaders. This promotes on-the-job learning, reducing working hours for training and learning purposes. By fostering a culture of openness, mutual trust and networking, organizations can enhance their employees’ work−life balance and overall performance.

This paper addresses a paucity in the literature concerning the outcomes of knowledge sharing and factors that lead to well-being at work. Drawing on the learning-based well-being perspective and job-demand resource theory, this research pioneers the examination of the mediating effect of organizational learning capability in the link between routine and novel knowledge sharing and employees’ well-being in IT learning organizations in India. Findings of this study may help managers of IT firms boost organizational learning and improve knowledge workers’ well-being, thus helping to maximize their performance and enhance employee retention and welfare.

This study explores how strategic human resource practices enhance the competitive capability of differentiation and cost-effectiveness by leveraging knowledge resources in Indian IT/software organizations. It examines the mediating effect of knowledge management (KM) processes in the relationship between strategic HR practices, competitive differentiation and cost-effectiveness capabilities.

An online questionnaire survey collected data from 380 knowledge workers in 25 IT/software and consultancy firms. The authors checked data reliability and validity by conducting exploratory factor analysis in SPSS and confirmatory factor analysis in AMOS. The authors evaluated hypotheses using path analysis in structural equational modeling in AMOS.

Strategic HR practices significantly and positively affect KM processes and competitive capabilities-differentiation and cost-efficiency. Both strategic HR practices and KM processes have a closer association with differentiation than cost-effectiveness. Knowledge management processes significantly and positively mediate between strategic HR practices and competitive capabilities. The mediation is more substantial in predicting differentiation than cost-effectiveness.

It is a cross-sectional study with a constrained capacity to predict accurate causal inferences; The authors call for future studies with longitudinal design and objective measures. Further studies are required to explore the impact of various strategic HR configurations on KMP to understand how different routes stimulate a particular competitive strategy. This conceptual framework can be validated across different industry types and sizes.

This study provides practical insights to HR and knowledge managers regarding devising HR and KM processes to accomplish the goals of differentiation and cost-effective, competitive strategies. This study highlights that leveraging human capital for effective KM is crucial for gaining a competitive advantage.

The paper adds to the strategic HR and KM literature by exploring the mediating role of KM processes in enabling strategic HR processes to enhance differentiation and cost-effective, competitive strategies. It provides original empirical evidence from knowledge-intensive IT/software consultancies, particularly in India's emerging economy. It indicates the current state of HR practices adopted for optimum utilization of knowledge resources and the importance of differentiation strategy for Indian knowledge-intensive IT/software firms.

Innovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.

The authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.

Strategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.

This study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.

The paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

Organizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations.

Drawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation.

Complementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance.

This paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies.

Managements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations.

The paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.

This paper aims to examine the role of knowledge management (KM) processes in enhancing competitive strategies of differentiation and cost-effectiveness and its impact on innovativeness in knowledge-intensive service organizations (KISOs) in India.

This study collected data from 293 employees working in Indian KISOs through a questionnaire survey. After checking for reliability and validity of data, this study tested the hypotheses by structural equation modeling using AMOS 26.

The results show that KM processes have a significant and positive relationship with competitive strategy and innovativeness. Competitive strategy partially mediates the relationship between KM processes and innovativeness. These KM processes promote differentiation and cost-effectiveness, which in turn enhances innovativeness. A differentiation strategy has a stronger positive relationship with KM processes and innovativeness than a cost-effective strategy.

This study's cross-sectional design limits its ability to establish a general cause–effect relationship. Even so, theoretically, the results corroborate the contingent view of KM in emerging economies such as India. The findings show the mediating role of competitive strategy on the relationship between KM and its processes with innovation and competitiveness – providing a better cost-effectiveness relationship and organizational differentiation capacity.

This study suggests managers to adopt KM processes such as creation-sharing, acquisition and knowledge base enabling firms to be different and cost-effective than their competitors. This study provides evidence on how KISOs can leverage their innovativeness by using KM processes in congruence with its competitive strategy and gain competitive advantage.

This study emphasizes the development of KM processes in the management of KISOs, which contributes substantially to India’s economic growth via Gross domestic product and employment. On the social side, this study suggests to manage cultural issues in KM processes, arising because of presence of multi-cultural workforce and a high-power distance society.

This study bridges a research gap of previous studies providing empirical evidence regarding the mediating effect of competitive strategies in the relationship between KM processes and innovativeness. This study adds proof to the KM contingency view of firms, suggesting when KM processes are formulated to achieve competitive strategy; substantial benefits such as innovativeness can be realized. This study adds evidence from the emerging economy of India, where KISOs are increasingly creating value and employment.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper investigates how knowledge management processes can be used to impact a firm's innovative capability and therefore lead to achieving a competitive advantage.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

This study aims to investigate the applications of knowledge graphs in developing artificial intelligence (AI) assistants and chatbots by reviewing scholarly publications from different lenses and dimensions. The authors also analyze the various AI approaches used for knowledge graph-driven chatbots and discuss how implementing these techniques makes a difference in technology.

Over recent years, chatbots have emerged as a transformational force in interacting with the digital world in various domains, including customer service and personal assistants. Recently, chatbots have become a revolutionary tool for interacting with the digital world in various contexts, such as personal assistants and customer support. Incorporating knowledge graphs considerably improved the capabilities of chatbots by allowing them access to massive knowledge bases and enhancing their ability to understand queries. Furthermore, knowledge graphs enable chatbots to understand semantic links between elements and improve response quality. This study highlights the role of knowledge graphs in chatbots following a systematic review approach. They have been integrated into major health-care, education and business domains. Beyond improving information retrieval, knowledge graphs enhance the user experience and increase the range of fields in which chatbots can be used. Improving and enriching chatbot answers was also identified as one of the main advantages of knowledge graphs. This enriched response can increase user confidence and improve the accuracy of chatbot interactions, making them more trustworthy information sources.

Knowledge graph-based chatbots leverage extensive data retrieval to provide accurate and enriched responses, increasing user confidence and experience without requiring extensive training. The three major domains where knowledge graph-based chatbots have been used are health care, education and business.

Knowledge graph-based chatbots can better comprehend user queries and respond with relevant information efficiently without extensive training. Furthermore, knowledge graphs enable chatbots to understand semantic links between elements, allowing them to answer complicated and multi-faceted questions. This semantic comprehension improves response quality, making chatbots more successful in providing accurate and valuable information in various domains. Furthermore, knowledge graphs enable chatbots to provide consumers with individualized experiences by storing and recalling individual preferences, history or previous encounters. This study analyzes the role of knowledge graphs in chatbots following a systematic review approach. This study reviewed state-of-the-art articles to understand where and how chatbots have used knowledge graphs. The authors found health care, business and education as three main areas in which knowledge-graph-based chatbots have been mostly used. Chatbots have been developed in text, voice and visuals using various machine learning models, particularly natural language pocessing, to develop recommender systems to recommend suitable items, content or services based on user preferences and item associations.

This paper provides a comprehensive review of the current state of the field in using knowledge graphs in chatbots, focusing on machine learning models, domains and communication channels. The study highlights the prevalence of text and voice channels over visual ones and identifies research gaps and future directions. The paper’s insights can inform the design and development of chatbots using knowledge graphs and benefit both researchers and practitioners in AI, natural language processing and human–computer interaction. The paper is of interest to professionals in domains such as health care, education and business.