This study aims to examine the place and future of the Knowledge Management (KM) discipline, in view of the claims of its decline. In doing so, we explored the meanings attributed by international KM experts regarding statements made about the death of the discipline, or at the very least, its illness. A case method was chosen. The study was conducted through fifteen semi‐structured in‐depth interviews, as part of the qualitative research paradigm. The findings provide evidence not only of the vitality of the field, but also of its significant growth and impressive evolutionary development since it was founded. The Findings section presents a snapshot of KM experts' perception of the source of the pessimistic statements about the discipline and offer significant insights into the question of where this field is going. We find that the future of KM lies in developing automated mechanisms for knowledge flow that rely on machine learning tools, artificial intelligence, and advanced cognitive capabilities. Furthermore, we ponder the possibility of a rebranding of KM, given the experts' feeling that narrow, partial, or misconceived conceptions about it are prevalent. The importance of this pioneering research is reflected in the adoption of a critical‐skeptical approach, which is almost completely absent from the KM literature. The uniqueness of this research is also reflected in the voices of KM professionals. In addition to the theoretical contribution, this study has implications on the practical level regarding the necessity of the KM profession and the necessity for further empirical research in the field.

Abstract Knowledge hiding is an intentional attempt by an individual to withhold knowledge. Though knowledge hiding as a research area has gained popularity only in recent years, the withholding of information has been a concern for business organizations for a long time, having significant implications for knowledge management. Accordingly, knowledge hiding as a construct has received enough deliberations from the practitioners. However, academic researchers have called for more systematic research on knowledge hiding, giving us enough motivation to carry out a research study on the same. First, this article attempts to decipher the term “knowledge hiding” by defining it and differentiating it from several synonymous terms. Second, some of the existing knowledge hiding frameworks are analyzed. Finally, a morphological analysis of the selected literature, including a qualitative rating, estimating the extent of the work is undertaken, which throws light into the areas that have already been studied and underscores the pertinent 184 research gaps worthy of further investigation. In addition to the identification of these distinct research gaps, the analysis categorically establishes two outcomes. The findings suggest that around half of the total research literature on knowledge hiding evolved in the last 2 years, which makes it a salient area of research. The extent of work done in knowledge hiding, captured by an average qualitative rating score of 2.55 out of 5 underscores that this novel construct bears large research potential. Therefore, a morphological analysis, as carried out in this article, strengthens the current understanding on knowledge hiding and provides the impetus for further research in the area.

Knowledge and its propagation are unquestionably at the center of most, if not all, discussions on innovation, performance, as well as other elements related to firm success. Although the literature has proposed several key success factors for knowledge sharing within a firm, it has yet to explore how these factors rank in terms of importance from a firm nationality perspective. Through a Delphi method approach, upstream professionals from four major multinational Oil and Gas firms (Brazilian, North American, Norwegian, and French) ranked specific literature‐based proposed factors for successful intrafirm knowledge sharing. There were a total of three rounds, where the first round had 41 participants, and the remaining two rounds had 39 participants. On average, open door policy and organizational culture were the most relevant factors that lead to knowledge sharing within the four firms. In terms of the least relevant ones, acknowledgement and status were seen, on average, as factors less likely to lead to intrafirm knowledge sharing. Lastly, it can be concluded that the Oil and Gas industry is very homogeneous regarding intrafirm knowledge sharing as the outcomes accrued from this work are very similar regardless the nationality of the Oil and Gas firm.

PurposeBusiness Process Management is a systematic way to design, implement and manage business critical processes at different organizational levels to ensure business sustainability. In this paper, we conduct a business process re‐engineering exercise for KBK Securities Co., a small size security company operating in Iranian stock and mercantile market. The company suffered from in‐efficiencies and poor and delayed decision‐making due to poor visibility and complexity with business critical processes.DesignWe employed a semi‐quantitative approach using ELECTRE TRI decision‐making method to identify the business critical processes. Through document analysis, we identified 103 financial and stock market processes to streamlining purposes. We use Multi‐Attribute Utility Theory (MAUT) and ELECTRE TRI methods for first, arriving to a consensus for the imprecise information elicited from a group of departmental managers, and second making a decision‐making to determine the 32 business critical processes out of 103, and third clustering these processes for business process re‐engineering. We make significant contribution in theory by employing a multi criterion decision‐making (MCDM) in the financial sector in the context of a developing economy like Iran.OriginalityWe provide a structured framework along with an off the shelf software tool for practitioners to implement this approach to rationalize the number of processes and subsequently to improve the business critical processes to enhance financial performance in the stock market.FindingsOur findings suggest that company can cut down approximately 68% waste by reducing its business critical processes and spend their available time and resources in growing the business.

No abstract is available for this article.

Natural and man‐made disasters potentially cause significant damage and disruption to communities. As population density increases and natural disasters become more extreme, it becomes increasingly important to both manage communications and extract information from communications to be able to mitigate the negative effects of such disasters. The emergence of social media platforms has led to new avenues for the collection and dissemination of information that is either local or global. Although social studies have revealed that social media feeds can improve effective disaster preparedness and recovery, it has been observed that the use of social media can have severe negative consequences through the rapid spread of false information leading to the inappropriate allocation of resources and in extreme cases panic and lawlessness. Rumours and false information are likely to affect appropriate corporate responses as well as, where appropriate, responses of public organizations tasked with appropriately responding to natural and man‐made disasters. The ability to identify instances of false information through the course of natural and man‐made disasters is a critical capability for corporate and public bodies in order to improve disaster management and response.To reduce the impact of these rumours, a technique is proposed that makes use of supervised learning to differentiate between information about an actual event from information about a false one and communicating it effectively to appropriate organizations. For this purpose, 934 social media feeds were analysed using a Naïve Bayes classifier. Clearly, applied early on this technique potentially can improve the quality of disaster response and recovery and mitigate the negative consequences.Broadly speaking, we consider this research to relate to the management of knowledge and information flow in disaster situations. Clearly, the techniques introduced in this paper, in providing individuals and organizations with access to knowledge rather than false information and rumours, will help organizations manage resources and activities during disasters more efficiently and effectively. The study concludes with the implications, limitations, and future directions.

Knowledge management (KM) is a wide‐ranging concept that includes the acquisition, sharing, creation, and application of knowledge in a single, or group of, associated organisations. There are various kinds of KM models developed in business innovation. However, the significance of KM becomes apparent in the ever more complicated and competitive environment. Although these business models comprise a range of conflicting or ambiguous definitions and conceptualisations, they hold in common the importance of knowledge and, by extension, KM in achieving the strategic and operational goals of the redefined business model. Using a qualitative study, this study investigates the impact of leader roles on the practice of cross‐border KM and boundaryless business model development. A series of in‐depth interviews were conducted with managers, senior engineers, and junior engineers working in four internationalising construction companies in Thailand (n= 33). A directed qualitative content analysis was used. The study identified a several leadership roles that contributed to KM across borders, including vocal support for KM, policy formation, sharing and facilitating knowledge sharing, communicating about KM requirements, and the direction and monitoring of KM activities. However, the managers in this study have not effectively fulfilled most of these roles.

This paper aims to investigate how knowledge management is promoted in the practices of a technology‐based organization with the support of the tools and resources of internal marketing and internal communication. We conducted a basic qualitative research with empirical data collected in a large organization in Brazil and analyzed it through the general analytic strategy. The main findings reveal that knowledge management can be promoted and showcased internally by the techniques and approaches of internal marketing and internal communication, in a similar way to an internal advertising agency. However, some key features are not being used systematically, suggesting a lack of vision in its applicability to the internal audience. The results also reveal the lack of functional attribution and of intentional awareness about the promotion of knowledge management targeted to the second generation of knowledge management, more oriented to the creation of knowledge in a technology‐based organization.