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This paper argues that current research into knowledge management fails to recognize and offer a detailed understanding about the role of knowledge in improving firm performance. Instead of focusing, exclusively, on the nature and attributes of knowledge, and the management of learning, research should also direct attention to the factors that enable knowledge to contribute to performance. To aid in this, this paper suggests that the concept of knowledge management is divided into three instances; development, utilization and capitalization, based on the assumption that knowledge is not always utilized, and that utilized knowledge does not always result in improved performance. The paper also identifies challenges and solutions in relation to each of the instances. Empirical findings are based on empirical study of three knowledge ventures within a European manufacturing MNC.

This paper reviews the latest management developments across the globe and pinpoints 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.

It is quite common for organizations to see costs where others see investments, to see risks where others see opportunities, and innovation is placed by such organizations and a “nice to have” in the latter category rather than a necessity in the former. It will also mean that the organization will not reallocate resources, change structures, upscale R&D activities or widen the knowledge base, and this will mean stagnation, inability to adapt and change, and ultimately losing everything those organizations thought were so secure in the first place.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives 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 identify and discuss obstacles to innovation, by using organisational learning and knowledge management theory. The logic behind this purpose is that understanding obstacles enhances our understanding of what may drive innovation.

While organisational learning and knowledge management tend to focus on cognitive factors this paper focuses on contextual factors such as organisational structure and institutional factors. The method applied follows the case study approach, where a theoretic frame of reference is studied in a one case setting and findings are generalised by means of so‐called analytical generalisation. A total of 86 managers and employees were interviewed in one large multinational corporation within the paper packaging sector, to unveil their experience from specific attempts at being innovative and from the general climate of innovation within the company.

The empirical findings support that understanding the significance of the organisational context, particularly the structure and control of the line organisation, the interface between the line and the R&D organisation, the availability of slack resources, and the presence of an effective capital application procedure, is important. They also suggest that institutional forces at the market, corporation and individual level are interdependent and impact the propensity to innovate. Findings indicate that understanding innovation requires understanding the roles of institutional forces and organisational context – not just cognitive explanations.

In that respect, the originality of the paper lies in its addressing these factors not just as prerequisites to cognitive issues but as parallel explanatory factors behind innovation.

The purpose of this paper is to introduce a new business model logic, highlighting value processes in and properties of platform business models to inform business model thinking from a systemic and dynamic perspective. It challenges the idea of firms managing, influencing and controlling entire activity systems.

The study traces the evolution of different approaches to business models and assesses theories that explain value cocreation and systemic value capture to develop a new business model logic.

Business model thinking has evolved away from Porter’s value chain to a new logic based on open networks and platforms. This study develops a framework for understanding platform business models from a systemic perspective. Derived from service-dominant logic, this new business model logic responds to phenomena in contemporary business environments characterized by increasing connectivity and sociality among actors.

The framework, developed from an extensive body of business model literature, has yet to be subjected to empirical investigation. Future research may involve the exploration of business model design processes and business model innovation from a systemic perspective.

Managers who aim to design their business models based on the logic of platform businesses require an understanding of their organization’s collaboration potential, technological interfaces and potential to leverage network relationships. This research guides start-ups and incumbents to evaluate their platform potential.

This study systematically emancipates the business model logic from a firm-centered, inside-out perspective, focuses on network relationships beyond the customer–firm dyad, explains value processes beyond organizational borders and rethinks value capture from a systemic perspective.

A reason why industry incumbents seldom survive technology transitions is their strong reliance on an efficient, but inflexible organizational system. We studied three digital transformation initiatives that created fast progress in a struggling newspaper group by working against the industry logic and established thinking in the area. This chapter argues that management succeeded in introducing a new strategic practice through these transformation initiatives. We focus on three factors contributing to the success: complexity management, short time development of a long-term vision, and the introduction of impossible goals.

The main aim of the present study is to propose a framework for selecting an appropriate electronic business (e‐business) model in managerial holding companies with a chain structure acting in the area of the automobile industry.

This is an applied study conducted as a survey and case study. First, the factors affecting selection of an appropriate e‐business model in managerial holding companies with chain structure in auto industry are identified through a survey and by testing hypotheses. Then, these factors are measured as a case study in Iran Khodro Co. so that the appropriate e‐business model can be determined for this managerial holding company with chain structure.

In this study, 18 different factors were identified for the five main criteria in identifying e‐business. Using the survey conducted in the statistical sample, only three factors of internal and external integration of human resources, flexibility, and decentralization in the responsibilities were identified as less important factors in identifying an appropriate model of e‐business in managerial holding companies with chain structure in automobile industry.

One limitation of the study was lack of sufficient managerial holding companies with a chain structure in the Iranian automobile industry, so that only two companies of Iran Khodro and Saipa possess holding and chain structure. Thus, generalization of the results of this study to the whole society must be done with great care in association with more researches.

This study, expanding and operationalizing a conceptual model, tries to identify the set of determining factors in selecting appropriate e‐business models in the managerial holding companies with a chain structure in the automobile industry.

The purpose of this paper is to investigate the ways in which the geographical distance between headquarters and subsidiaries moderates the relationship between cultural intelligence and the knowledge transfer process.

A sample of 103 senior expatriate managers working in Croatia from several European and non-European countries was used to test the hypotheses. Data were collected using questionnaires, while the methodology employed to test the relationship between the variables was partial least square. Furthermore, interaction-moderation effect was utilized to test the impact of geographical distance and, for testing control variables, partial least square multigroup analysis was used.

Cultural intelligence plays a significant role in the knowledge transfer process performance. However, geographical distance has the power to moderate this relationship based on the direction of knowledge transfer. In conventional knowledge transfer, geographical distance has no significant impact. On the contrary, data have shown that, in reverse knowledge transfer, geographical distance has a moderately relevant effect. The authors supposed that these findings could be connected to the specific location of the knowledge produced by subsidiaries.

Multinational companies should take into consideration that the further away a subsidiary is from the headquarters, and the varying difference between cultures, cannot be completely mitigated by the ability of the manager to deal with cultural differences, namely cultural intelligence. Thus, multinational companies need to allocate resources to facilitate the knowledge transfer between subsidiaries.

The present study stresses the importance of cultural intelligence in the knowledge transfer process, opening up a new stream of research inside these two areas of research.

To some persons, private gardens, public parks, and farms appear to offer a safe way to preserve all of the plants and animals the environment needs. To people who ignore the need for conservation, the idea of paving and pruning and artificially laying out our land from coast to coast seems welcome. Wiser persons perceive that the destruction so imposed on nature would ultimately endanger our existence. The wilderness, with its wealth of animals and plants, holds a treasure from which we already extract the chemicals and genes we need for agricultural breeding, for industrial products, and for healing drugs. What to the layman may look like a disorderly swamp, or a dark forest, or an uninteresting prairie, actually encompasses complicated communities of vegetation and animals of all classes, communities that are held together in a stable balance by their interdependent components. Ecologists are identifying the key principles at work in these ecosystems of wetlands and drylands, forests and prairies. In their search for understanding of how life on our planet functions, they have called attention to the overriding need to preserve and protect the biological diversity that characterizes ecosystems. They have found instances in which short‐sighted human tampering has played havoc with subtle ecological balances. Too frequently entire species have vanished under man's onslaught. Sometimes such a disappearance is an indication that an entire ecosystem is out of balance.