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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]

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]

Intangible resources are highly desired by the organizations in the current economy, as a source of competitive advantage. As a consequence of the fast environmental degradation, stakeholders are significantly influencing the decision-making of companies in certain activity sectors. This paper argues that environmental knowledge is presented as a resource that enables the growth of the companies. Hotels need to consider environmental knowledge as a development strategy that is the reason why an analysis of the literature and qualitative descriptive study is made, to determine the key processes to manage the environmental knowledge in hotels. This research shows a framework to analyse environmental knowledge. [ABSTRACT FROM AUTHOR]

Copyright of Revista Gerencia y Políticas de Salud is the property of Pontificia Universidad Javeriana and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The aim of this study is to investigate the importance of Knowledge Management as a tool for improving business processes in a different context from the industrial organizations, as an archaeological museum. Design/methodology/approach: Using data collected from the National Museum of the Sultanate of Oman in Muscat, a CMP methodology (business process improvement cycle) for analysis and improvement of processes business is designed and validated. This application is described as an eight phases process based on Six Sigma DMAIC. Findings: As the results obtained by the process improvement initiative show, we highlight the relevance of the improvement in all aspects regarding the security in showcases in that context. Research limitations/implications: The complexity of implementing indicators and the partial vision of the project as data were only obtained from a part of one of the companies involved in the construction of the museum. An important implication of this paper is in order to present a methodology to improve the museum processes focusing on the reduction of errors and also adding value for the visitors. Practical implications: The relevance to intervene on certain relevant variables at different levels of management performance is verified. Social implications: Improving the quality of leisure services in order to the identification of certain challenges regarding the nature and competitiveness of cultural services. Originality/value: The current work has served as a repository of knowledge applicable to new similar projects, in which to take into account the peculiarities of each case and in particular the level of quality demanded by the client in a cultural context. It is important to take into account the degree of avoidable dissatisfaction (number of solvable problems that would lead to dissatisfaction), the opportunity for improvement, the reduction of operational waste and the need for coordination. [ABSTRACT FROM AUTHOR]

Purpose – From the decision-maker's viewpoint, the success of a social responsibility program rests heavily on a corporation's ability to create links in the public consciousness between the CSR activities of an organization and its performance to different stakeholders. However, thinking broadly about CSR outcomes often results in a list that is much too long to be of any practical use. The purpose of this paper is to provide an empirical study to provide understanding as to why business organizations are increasingly engaging in corporate social responsibility issues. Design/methodology/approach – The paper investigates whether CSR initiatives have any impact on six organizational outcomes through an empirical investigation of 100 large firms in the Spanish MERCO (Monitor Español de Reputación Corporativa) using repeated ANOVA measures. Findings – The results indicate that the benefits of CSR issues fall within five major categories; namely: quality of products and services, global business, innovativeness, corporate culture, and ethical obligations. However, it is surprising to find that CSR had no significant effect on financial soundness. Research limitations/implications – The use of admiration can enable stakeholders to develop consensus and creative processes relating to the design of new requirements where CSR activities are incorporated into business activities. Practical implications – The implication for management practice is that CSR activities represent a long-term programme to change, and a proactive way to improve admiration. Originality/value – The paper shows that social responsibility is not always detrimental to company goals and performance [ABSTRACT FROM AUTHOR]