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The literature in the field of knowledge management shows a certain preoccupation with information technology (IT) and technical solutions while it reflects a limited view of organisational knowledge. The practice of knowledge management is commonly degraded to implementation of new IT‐based systems, neglecting important organisational aspects, in particular human and social issues. This paper presents a case that involves a small Danish software company where these matters have been taken into account. The starting point for the utilisation of IT was a study of the concepts, knowledge and learning. Embedded in the daily activities of employees, IT, as just one of several measures, is intended to support and facilitate learning rather than regulate or impede the process. This will be demonstrated with two examples from the case. In this context, we will also examine to what extent it makes sense to distinguish between different types of knowledge and knowledge processes and how far different perspectives of knowledge management contribute to the deployment of appropriate IT support.

Anyone who has been through a strategy‐planning process knows that it begins with remembering and codifying what an organization knows about itself, its products and its markets. There is now an increasing focus on building such knowledge management into everyday operations. This article looks at how organizations can find out what they know; and uses a case study from Denmark to show how IT can support the process.

This study explores the global phenomenon of BangTan Sonyeondan (BTS), a Korean singing group, from an under-researched art and entertainment market perspective. We introduce a research model to delineate the impacts of leadership motivation, socio-technological practices and global prominence outcomes.

The theoretical foundation clarifies the research context, justifying the relevance of key concepts, linking them to primary research questions and forming the basis for a well-structured empirical investigation. Our research model presents the flows of leadership influence, training practices, technology use and global prominence outcomes. Utilizing a survey instrument, we gathered data from BTS fans and analyzed the empirical findings.

BTS’s success is attributed to unique factors: (1) upstream flow of leadership influence; (2) process flow of internal service training and technological excellence, fostering stakeholder enthusiasm. The results indicate that service empowerment leadership is crucial in driving talent development and appropriate technology use, enhancing brand reputation. Fan loyalty and collective passion are key moderators in these dynamics.

While focused on BTS, our findings have broader applicability in entertainment organizations, underscoring the relevance of socio-technological theory in understanding phenomena similar to BTS’s success.

Long-term brand performance in service organizations extends beyond financial metrics and necessitates empowering service leadership, training for key performers, technological infrastructure and managing personal interactions and group dynamics.

This study is unique in applying a leadership motivation perspective and socio-technological theory to BTS’s long-term success, utilizing BTS fans’ views to examine and assess their success factors and outcomes.

An organization can be understood as a knowledge network in which teams send and receive knowledge. Many studies have explored knowledge sharing across teams but did not consider the direction of knowledge flows (KF), specifically how the knowledge inflow (KIF) and knowledge outflow (KOF) can be induced and influence team activities differently. To fill this gap, this paper distinguishes between KIF and KOF, examines their antecedents and consequences and considers how KIF and KOF within a team moderate the relationship between antecedents and KF of a team.

This study used structural equation model analysis of a sample of 341 individuals within 73 teams from four companies.

The results suggest that IT support is essential because it influences both KIF and KOF. However, only KOF has a significant effect on team performance suggesting that ambidexterity is not always necessary. In promoting KOF, increasing task interdependency is also effective. The effect of IT support varies with the level of KIF diversity.

The findings emphasize the importance of distinguishing KOF from KIF in a team’s knowledge network under the theoretical lens of ambidexterity. Identifying how IT support influences KF and how these flows separately affect team performance can provide useful insights into managing and facilitating KF in an organization.

To date, it remains unclear whether the experiences of large corporations with regard to knowledge transfer and process formalization can be successfully replicated in small companies. In this paper, the authors seek to contribute to the specialized literature on internal knowledge transfer processes and their degree of formalization in the context of small-sized innovative firms.

The authors adopt a multiple case study approach to perform an in-depth comparative analysis of processes deployed to transfer knowledge internally and their degree of formalization, relying on rich narratives shared by informants during the data gathering stage. This sample is composed of five small innovators operating in the software industry in Quebec and Ontario.

The authors identify seven knowledge transfer processes in our sample, namely communities of practice, within project teams, across project teams, non-project related meetings, in-house exchanges with clients, technological devices, and playful activities. Uncovering a high cross-case variation in terms of process formalization, the findings imply that the degree of formalization of intra-firm knowledge transfer processes has no direct bearing on the innovative success of small software companies.

The study sheds new light on the topic of heterogeneity of small organizations from the perspective of knowledge transfer endeavors and provides empirical evidence in support of equifinality for a subset of small-sized innovators from the software sector.

As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to protect the value of such specialized knowledge. However, prior studies focus primarily on boundary spanning and imply that boundaries are obstacles to sharing knowledge. To fill this research gap, this study aims to indicate the importance of knowledge protection regulation, an activity that sets an adequate boundary for protecting knowledge, and investigate the factors that facilitate knowledge protection regulation and its consequences.

This study collected empirical data from 196 teams in seven organizations. Through a validation of the measurement model, data from 138 teams are used for further analysis. The hypotheses effects are assessed using a structural equation model.

The analysis results indicate that both task uncertainty and task interdependency enhance knowledge protection regulation in teams, and that information technology support moderates the relationship between task uncertainty and knowledge protection regulation. The results also indicate that knowledge protection regulation improves inter-team coordination and team performance.

This study focuses on knowledge protection regulation by adopting communication privacy management theory at the team level. The findings imply that boundary management is the process of communication and depends on the role the teams play in accomplishing their tasks. The findings also provide a new way to understand knowledge flow of the teams as well as the entire organization.