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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]

The current study sets out to investigate the relationships among three interconnected dimensions, that is hiding knowledge by the Government, the realized absorptive capacity (RACAP) and citizen engagement, giving way to a context‐driven approach. Emphasis is laid on the effects engendered by the lack of official information transparency in the critical context of COVID‐19 outbreak at the global level, through the lens of the Spanish example. The relationships among the variables are analyzed by means of an empirical study conducted with 151 Spanish subjects with a view to identify whether the impact of knowledge hiding by the Government on citizen engagement can be mitigated and to acknowledge how the presence of RACAP impacts citizens in limiting the spread of COVID‐19 information disorders. [ABSTRACT FROM AUTHOR]

Counter-knowledge refers to flaws in citizens' mental models arising from utilization of rumours, inappropriate knowledge structures, outdated routines or procedures. When counter-knowledge is applied to civil servants, it may result in problems of efficiency, equity and motivation. This paper examines the relationship between counter-knowledge and open-mindedness to model a framework for improving city marketing and policy development. This study tested two measurement models. While the theoretical model represents the effect of counter-knowledge on city marketing and that the latter has a negative effect on open-mindedness, the alternative model involves that counter-knowledge has a positive indirect impact on open-mindedness. These relationships are examined through an empirical investigation of 203 Spanish city halls. The results show a potential positive indirect effect of counter-knowledge on open-mindedness through city marketing programmes. This paper clarifies the existing literature, which tries to contribute to the discussion of city marketing, and helps us to obtain meaning out of the relationship between counter-knowledge, city marketing and open-mindedness. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The purposes of this study are to examine the relationship between absorptive capacity and relational capital and to identify a potential stock of technology knowledge (T-knowledge) that can act as a catalyst for these relationships. We also examine the relative importance and significance of 'intentional unlearning' as a bridge between 'relational capital' and 'T-knowledge' and the existence and enhancement of relational capital. These relationships are examined through an empirical investigation of 125 Portuguese companies. Portugal is facing an extremely difficult economic situation and thousands of jobs have been lost. As a result, the ability for organisations to create, transfer, assemble, integrate and use relational capital as leverage is fundamental to achieving a competitive advantage or, indeed, survival. Associação Empresarial da Região do Algarve (NERA) is a non-profit organisation of an inter-sectoral nature associated with the Portuguese Industrial Association representing the Algarve. Analysis of the data indicates that if the organisation considers the establishment of a stock of T-knowledge as a prior step to the enhancement of unlearning, then unlearning has a positive influence on the conditions that stimulate the enhancement of relational capital. Our main conclusion is that creation of relational capital by NERA members will depend to a significant extent on how managers acquire, analyse, interpret, and understand new external knowledge. [ABSTRACT FROM AUTHOR]