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New directions in the provision of end‐user computing experiences mean that the best way to share data between small mobile computing devices needs to be determined. Partitioning large structures so that they can be shared efficiently provides a basis for data‐intensive applications on such platforms. The partitioned structure can be compressed using dictionary‐based approaches and then directly queried without firstly decompressing the whole structure.

The paper describes an architecture for partitioning XML into structural and dictionary elements and the subsequent manipulation of the dictionary elements to make the best use of available space.

The results indicate that considerable savings are available by removing duplicate dictionaries. The paper also identifies the most effective strategy for defining dictionary scope.

This evaluation is based on a range of benchmark XML structures and the approach to minimising dictionary size shows benefit in the majority of these. Where structures are small and regular, the benefits of efficient dictionary representation are lost. The authors' future research now focuses on heuristics for further partitioning of structural elements.

Mobile applications that need access to large data collections will benefit from the findings of this research. Traditional client/server architectures are not suited to dealing with high volume demands from a multitude of small mobile devices. Peer data sharing provides a more scalable solution and the experiments that the paper describes demonstrate the most effective way of sharing data in this context.

Many services are available via smartphone devices but users are wary of exploiting the full potential because of the need to conserve battery power. The approach mitigates this challenge and consequently expands the potential for users to benefit from mobile information systems. This will have impact in areas such as advertising, entertainment and education but will depend on the acceptability of file sharing being extended from the desktop to the mobile environment.

The original work characterises the most effective way of sharing large data sets between small mobile devices. This will save battery power on devices such as smartphones, thus providing benefits to users of such devices.

Research on knowledge creation within eSports learning is scarce. This study extends the understanding of competition-oriented collaborative learning in eSports by examining the relationship between the dynamics of knowledge creation modes and the continuum of the motivational profile, along with the moderating effects of mutualistic co-presence therein.

Participants were recruited from the community of massively multiplayer online gamers (MMOGs). Through a quantitative survey, their motivations (i.e. self-extrinsic, self-intrinsic, peer-extrinsic and peer-intrinsic motivations), knowledge creation involvements (i.e. internalization, externalization, combination and socialization) and perception of mutualistic benefit of self and peers were captured for hypothesis testing.

Significant and positive direct relationships were observed between four motivations and four knowledge creation modes. The mutualistic co-presence positively moderated the positive relationship between the self-extrinsic, peer-extrinsic and peer-intrinsic motivations and socialization. When mutualistic self-benefit were outweighed, peer-extrinsic motivated gamers became less likely to perform internalization, whereas self-extrinsic and peer-extrinsic motivated gamers were less likely to perform combination.

This study is among the first to rationalize the relationship between motivational profile and the dynamics of knowledge creation in eSports learning. The conceptualization of the new construct – mutualistic co-presence – using the ecological concept of symbiosis is uncommon in prior literature. The findings also demonstrate that the four modes of knowledge creation in eSports learning are continuous and interwoven; they can be initiated at any point and do not necessarily occur in a specific sequence.

This index covers all issues between February 2005 (Volume 9, Issue 1) and November 2008 (Volume 12, Issue 4). Numbers in bold refer to yolume, numbers in brackets refer to issue, with subsequent numbers to pages.

The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa.

The authors propose an approach by which they first empirically assess the independence of those two concepts, then KM's fundamental processes, being knowledge acquisition, sharing, and utilization, are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett's test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis.

The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM.

This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment.

This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.

This special “Anbar Abstracts” issue of the European Business Review is split into six sections covering abstracts under the following headings: Top management issues; Marketing and distribution; Personnel and training; Information management and technology; Operations and production management; Accounting and finance.

The purpose of this paper is to deepen the countervailing relationship between control and innovation in knowledge-intensive complex organizations. It adopts a middle range theory perspective (Broadbent and Laughlin, 2013) to explore how control systems and innovation dynamics interact and shape each other in the contexts of high complexity and intensive knowledge creation.

The paper employs single case study of a research-intensive biotech network located in Southern Italy, focusing on the change in the management accounting practices fostered by evolving environmental conditions and regulations that the network has faced in recent years.

The paper finds out how successful organizational changes are facilitated by the implementation of innovative control devices, favoring informal collaborative relationships, which in turn contribute to further innovate and to share knowledge and capabilities within the organization.

The findings are relevant to all organizations involved in complex processes of co-production of knowledge and innovation. They allow for unpacking the “black box” of the interplay between innovation and control, which is becoming increasingly central to these organizations and to policy makers.

The value of the study lies in its ability to depict how contrasting and molding forces in control systems and innovation dynamics contribute to re-shape a complex organizational setting. The study offers a newer perspective of analysis to interpret the role of control systems in innovative networks, thus contributing to the growing academic debate on the antecedents and facilitators of knowledge sharing and knowledge integration.

This study examines the enabling factors and practices that foster knowledge management in museums and the impact of those factors and practices on museums' performance and public value.

The authors conducted an exploratory survey of senior leaders of 191 small and mid-sized museums in the United States. The survey tested a novel conceptual model that integrates the constructs of knowledge management enablers, knowledge management orientation and organizational performance. Descriptive and inferential statistical analyses of survey data were conducted to identify both the presence and dimensions of these constructs as well as the nature of the relationships among them.

The results of this study identified strong and significant predictive relationships between the constructs of its novel conceptual model. However, findings also identified key gaps in how museums create, manage and share organizational knowledge. These gaps limit their organizational performance and their ability to create public value. The authors identify specific factors and practices that enable museums to improve their organizational performance and increase their public value.

As the first empirical study of knowledge management enablers and knowledge management orientation in museums, this research not only adapts the study of these constructs to the museum sector, but it develops a novel conceptual model that links these constructs to multiple dimensions of a museum's organizational performance and public value. This research sets the stage for new study of knowledge management in museums; it also provides valuable insights for museum leaders.

Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.

The meaning of management is partly the management of meaning. Management is an activity in which people collaborate not just over what they do but also how they mean: how concepts like “effective” are defined and made actual through work, and how knowledge can properly be applied to management situations. Such knowledge is not merely intellectual; it takes in values and belief systems and the intentionalities of discourse. Management is also an area in which over‐arching paradigms of what is best to know and do demonstrate pluralistic and collaborative features. What is known, and what is best to know, therefore, are built up through negotiation and reformulation. This occurs in settings characterised by organisational cultures and authority structures like line management, and in these we find meanings being negotiated for many complex cognitive, ideological and interpersonal reasons (such as to avoid “loss of face”). In professional information training, it is important to develop knowledge of, and skills in, the management of meaning, using negotiative strategies and tactics.