The subject of patient safety culture has attracted international interest. However, implementing these patient safety policies and practices is not easy, as significant challenges remain. This study analyzes the influence of clinical leadership effectiveness on patient safety culture by distributing questionnaires to 237 nurses in Hospital “X” in West Nusa Tenggara. Structural Equation Modeling (SEM) based on Partial Least Square (PLS) was used for data analysis and knowledge management was placed as a mediating variable in this study. It was found that the effectiveness of clinical leadership has a significant effect on patient safety culture. Thus, this study opens the scope of clinical leadership research in hospitals by exploring the effectiveness of leadership on patient safety culture. The role of clinical leaders in creating a patient safety culture with the mediation of knowledge management was also examined.

This study analyzes the effect of organizational empowerment on innovative work behavior (IWB) mediated by knowledge management and teaching creativities. A questionnaire collected the research data. The sample of this research includes 386 teachers selected by accidental sampling. Data analysis uses path analysis supported by descriptive statistics and correlational. The results show that organizational empowerment had a positive and significant effect on IWB, directly and indirectly, mediating by knowledge management and teaching creativity. Thus, the teacher’s IWB can be improved through organizational empowerment, knowledge management, and teaching creativity. A fit research model about the effect of organizational empowerment on IWB mediating by knowledge management and teaching creativity was found. This model can adopt as a reference by researchers and practitioners in developing IWB models in the future and multiple organizations context.

Over the last few years, knowledge has become part of the operations, both at the productive and service level; being considered as an important resource in companies, since it can generate competitive advantage. The objective was to determine the relationship between the activities developed by the companies from Nonaka & Takeuchi's (1995) approach and the creation of qualitative and quantitative value in 150 micro-entrepreneurs from different sectors. Partial least squares regression technique was used for data analysis and the results showed a direct relationship between socialization, combination and internalization and value creation; on the other hand, the relationship between externalization and value creation was inverse. For all relationships the p-value ensured the significance of them; finally, the study proposes the generation of intra and inter-organizational relationships for the creation, dissemination and use of knowledge in companies.

Current organizations need to create advantages by measuring and developing intangible resources. Business intelligence and knowledge management help to achieve it. On the other hand, virtual teams have problems that make the regularization of their work processes and their social interaction methods difficult and restrict the team members to unfold efficiently. Knowledge management purposes skills from structural capital and human capital and it is believed to solve these types of problems in virtual teams. This research has the objective to identify the best practices and opportunity areas for the intelligent management of virtual teams by showing practical suggestions in the discussion built with the inferential statistics testing of five hypotheses. The results indicate that three hypotheses were accepted while two were rejected.

The study on knowledge management is in waning trend, which caters less interest in scholars to discuss recently. The area that received widespread attention previously has unlikely be-come an old-fashioned term which perceived as less important among few organizational re-searchers. Looking to the trend, the researcher takes an evaluative step to examine whether Knowledge Management is still relevant for organizations nowadays by studying the impact of knowledge management on organizational business performance. The study was conducted in 2016 and it was involved companies in electrical and electronic sector located in Malaysia. In this study, knowledge management was formed from three elements including knowledge acquisition, knowledge sharing and knowledge utilization. A total of 287 questionnaires were collected from electrical and electronic companies in Malaysia. The finding shows that among all those three knowledge management elements, only knowledge acquisition and knowledge utilization were still relevant to organizational business performance in Malaysia nowadays, whereas knowledge sharing was perceived to be less important. The findings of this study provide insight into the importance of knowledge management in organizational business performance.

This study aims to identify the impact of knowledge management through its dimensions; namely knowledge creation, storage knowledge, knowledge sharing, knowledge application and technology knowledge on organizational effectiveness based on the managers’ attitudes in private banks in the Erbil city in Kurdistan region, Iraq. To achieve the study objectives, a questionnaire was constructed consisting of (40) questions distributed to a sample of (80) managers and supervisors, (76) of which were returned, while (69) were valid for statistical analysis. The main objective of this study is to design a default model and test in the study field in order to understand how managers can successfully implement the knowledge man-agement to achieve the organizational effectiveness. The study found that knowledge management had an impact on organizational effectiveness according to the study samples per-spectives. Based on the results, the study presents a set of recommendations regarding the knowledge management which most importantly the private banks should adopt in a logical sequence. This could contribute in achieving an organizational environment supportive of enabling an environment to the practice of radical changes.

This study seeks to explain the impact of strategic capabilities on organizational ambidexteri-ty, in the presence of knowledge management. The study population consists of managers of commercial banks in Jordan. The sample included (200) respondents by distributing the study questionnaires to them, where the returned questionnaires and valid to statistical analysis were (168). Structural equation modelling (SEM) was used as an inferential statistical analysis technique to test the hypotheses of the study. The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity. Hence, all dimensions of strategic capabilities (marketing capability, market-linking capability, technology capability, and management capability) have a statistical impact on both knowledge management dimensions (knowledge acquisition, knowledge creation, knowledge application, and knowledge storage) and the dimensions of organizational ambi-dexterity (exploitation and exploration). Therefore, the study recommends managers and decision-makers of commercial banks in Jordan to focus on strategic capabilities that enhance their abilities to identify and acquire opportunities from the business environment by building good relationships with both customers and suppliers. Besides, improving their employees’ capacity to deal with new knowledge and apply it to create novel products and services.

The positive impact of knowledge management on innovation performance is no longer a mystery. However, the moderating role of knowledge hoarding remains undisclosed. There-fore, the present study aims to explore the moderating role of knowledge hoarding on the ef-fect of knowledge management on innovation performance. On the ground of its design as a descriptive research, a questionnaire-based survey was developed, validated, and administered to a sample of 314 managers chosen from commerce and service organizations. Using multiple regression analysis and structural equation modeling (SEM), the results indicated that knowledge management processes (knowledge acquisition, dissemination, storage, sharing and application) exerted significant effects on innovation performance. Moreover, Knowledge hoarding exerted a significant negative effect on innovation performance. However, the re-sults indicate that knowledge hoarding did not moderate the effect of knowledge management processes on innovation performance. This finding can be explained by the fact that, despite the negative impact of knowledge hoarding on innovation performance, this effect did not af-fect the relationship between knowledge management processes and innovation performance and this may be due to the nature of knowledge hoarded by employees in terms of relevance and scarcity. In the light of these findings, the study recommends that it is necessary to determine whether employees hoard knowledge, and distinguish how important this knowledge is for innovation performance. In fact, this is the contribution of the current study to knowledge management literature.

This study aims to examine the role of strategic agility to achieve competitiveness by analyzing the mediating effect of knowledge management construct in Jordanian’s public higher education institutions. The study reviewed the existing literature addressing the knowledge management and strategic features of the organizations. The resource‐based view theory is the lens of linking the knowledge management with strategic outcomes of the organizations. The hypothesized theoretical model was tested using a quantitative research method through questionnaire. A PLS-SEM approach was utilized to conduct the key analytical procedure and test the proposed research hypotheses. The results found a significant and positive effect of both strategic agility and knowledge management on achieving competitiveness. On the contrary, knowledge management showed no effect on competitiveness. But it had a mediation effect of the strategic agility on achieving competitiveness. Future research suggestions provided resulting from the research implications to provide different research methods and models.

This study aims to investigate employee motivational and environmental factors and their effects on employee retention and organizational performance. Employee retention is predicted by organizational environment, intrinsic motivation, organizational learning, knowledge management, entrepreneurial orientation, external connect and explained R2=76.3% of the variance in employee retention. Therefore, organizational performance is predicted by competitive advantage and employee retention and explained R2=19.9% of the variance in organ-izational performance. Effect size analysis indicates that intrinsic motivation had substantial effect on size when compared with other exogenous variables. The predictive relevance of the model was found substantial revealed Q2=40.5% relevance to predict employee retention. The moderating role of the competitive advantage was confirmed and directs that the positive relationship between employee retention and organizational performance will be stronger when competitive advantage is higher. Finally, results showed that intrinsic motivation had the highest importance level when compared with other constructs. Therefore, manager and policy makers should take into consideration intrinsic motivation and transformational leadership in order to boost employee retention and organizational performance.