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Knowledge management structures (KMs) can be defined as structures whose purpose is to encourage people to build relationships, networks and trust. Global companies like Apple, Inc. have promoted these structures to transform its organisation into a knowledge‐based organisation. This paper identifies the role of national culture on four KMs namely open‐mindedness (OM), counter‐knowledge (CK), environmental innovation (EF) and customer capital (CC). In doing so, this study uses data collected from 354 end users of Apple (161 from Italy and 193 from Brazil). This paper provides evidence that while Apple end users from Brazil are more positively associated with higher levels of OM and CC, Italy users are more positively associated with higher levels of CK and EF. This paper discusses the role of the six dimensions of national culture–power distance, individualism, masculinity, uncertainty avoidance, long‐term orientation and indulgence of a nation that plays a significant role in how they impact the KMs. Hence, this study serves as an important contribution to global companies that are trying to develop their KMs to sustain competitive advantages. [ABSTRACT FROM AUTHOR]

Tourism is one of the major drivers of socio-economic growth. For tourism organisations to remain competitive, they must be able to adapt to the current dynamic scenario where the sector operates. Organisational learning strategies can provide the sector with the knowledge required to transform tourism research and intellectual property into capabilities for the industry and stimulate tourism models with a minimal effect on the environment. Knowledge management involves managing tacit and explicit information in a way that ensures it is available where and when needed. From a knowledge management perspective, environmental learning refers to the processes of acquiring, distributing and using knowledge of the natural environment, involving the processes of socialisation, externalisation, combination and internalisation of knowledge and its central aim is to improve performance. This article describes how knowledge management and organisational learning can help to achieve a sustainable tourism sector. Sustainability in this context is understood as efforts to progress simultaneously in environmental, societal and economic development. The article argues that the principles of sustainable tourism lead to both improved strategies and avenues for future research, provided they are informed and supported by learning and knowledge management; value co-creation; co-operation and trust-building; corporate social responsibility and pro-environmental behaviour. [ABSTRACT FROM AUTHOR]

This investigation focusses on the environment of socialisation needed to mitigate internal environmental knowledge barriers. The research instrument is a questionnaire distributed to 87 Spanish Knowledge-Intensive Business Services (commonly known as KIBS). Within the SME (small and medium-sized enterprise) sector, KIBS are playing an increasingly important role due to the reliance these types of businesses have on company founders and their professional knowledge about service and business operations. The results show that both the direct and indirect effects of socialisation on environmental performance caused by environmental knowledge barriers are statistically significant. The findings therefore pave the way to dealing with sustainable development and overcoming difficult environmental barriers, such as resistance to change or lack of financial resources, through knowledge socialisation. The findings also complement organisational theories of management by providing a clearer definition of environmental knowledge and guidance for managers. [ABSTRACT FROM AUTHOR]

Counter-knowledge comes from unverified sources of information such as hoaxes, rumours or partial lies. It creates an atmosphere of lack of trust that often leads individuals into making risky decisions. In contexts of high uncertainty, the flow of counter-knowledge is likely to increase. Although scientists and scientific institutions can provide knowledge based on evidence and verifiable facts, they may find it difficult to react to the proliferation of counter-knowledge which affects their own credibility. This paper adopts concepts derived from the knowledge management field to shed light on this problem. Examples from the recent history of Italy are discussed. Useful lessons for the public and policymakers are derived. These lessons become particularly relevant in the context of a crisis such as the COVID-19 pandemic, as the world experiences a combination of factors that provide a fertile ground for the emergence of both scientific knowledge and social counter-knowledge. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to bring the attention of the intellectual capital (IC) research and practice communities to the value of IC in hotels' efforts to resolve or mitigate environmental problems over time. This research has been set to examine the relationships between key KM and IC concepts including environmental knowledge structures and exploitation and exploration of environmental knowledge (EK) as drivers of environmental organisational learning. The research has also examined the relevance of pro-environmental behavioural intention capital (PEBIC) as a component of structural capital and therefore an integral part of the intellectual capital of hotels. Design/methodology/approach: The data analysis technique used to test the proposed conceptual model is partial least squares structural equation modelling (PLS-SEM). Sample received from 87 companies from the Spanish hospitality sector in a longitudinal study (six years). Findings: The results support that environmental knowledge structures (exploitation and exploration) has a positive impact on PEBIC over time. In other words, environmental organisational learning has the capability to create structural capital in hotel over time. Originality/value: The research has addressed the challenges of exploration and exploitation of EK and PEBIC from a perspective not previously covered in the extant literature, further improved by the longitudinal nature of this study. Our focus on the hospitality sector makes this research relevant for management structures at numerous of hotels, as well as to their supply chains around the world. In addition, this research highlights the value to create structural capital through EK and organisational learning in the context of take care of our natural resources. [ABSTRACT FROM AUTHOR]