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Administrative Sciences
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Unleashing the Power: How Knowledge Management and Organizational Learning Drives...
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Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (30 April 2026) | Viewed by 23058

Special Issue Editor

Prof. Dr. Eduardo Tomé

E-Mail Website
Guest Editor
Economics Department, Universidade Lusófona de Humanidades e Tecnologias, 1749-024 Lisbon, Portugal
Interests: human resource development; knowledge management; social policy; economics; intellectual capital; globalization
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

In 2024’s post-pandemic world, innovation is a necessity for survival. In this world where artificial intelligence seems to be taking the upper hand, it is no longer about survival of the fittest but of the brightest, and the intellectual brilliance of people, organizations and societies may be measured by innovation.

Quite crucially, knowledge management and organizational learning are two forms of reasoning and acting that foster innovation.

The expectation for this Special Issue is to address these gaps by exploring the intersection of knowledge management, innovation, and human behavior in the post-COVID era. This could involve examining the role of artificial intelligence in fostering creativity and collaboration, the impact of different leadership styles on knowledge sharing and innovation, and the potential for using technology to facilitate more inclusive and equitable knowledge sharing and collaboration. Ultimately, the goal is to provide practical insights and recommendations for organizations seeking to enhance their knowledge management and innovation practices in the new work environment.

Research articles, review articles, and short communications are invited. Studies can be discursive, quantitative, qualitative, or mixed method, providing a comprehensive understanding of the link between knowledge management and innovation in a post-pandemic world. This Special Issue serves as a platform for researchers to share their insights and findings on how knowledge management can drive innovation in a rapidly evolving landscape.

We request that, prior to submitting a manuscript, interested authors initially submit a proposed title and an abstract of 200-500 words summarizing their intended contribution. Please send this to the Guest Editor or to the Assistant Editor, Ms. Zoya Zhang (). Abstracts will be reviewed by the Guest Editor for the purposes of ensuring proper fit within the scope of the Special Issue. Full manuscripts will undergo double-blind peer-review.

Prof. Dr. Eduardo Tomé
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • knowledge management
  • organizational learning
  • innovation
  • case studies
  • national cases
  • comparative studies
  • historical analysis
  • prospective analysis
  • actor-centered analysis

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Published Papers (5 papers)

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Research

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25 pages, 841 KB  
Article
Trust, Digital Capability, and Knowledge Sharing: An Opportunity for Technological Innovation
by Rohit Kumar Nanduri and Liliana Canquiz Rincón
Adm. Sci. 2026, 16(3), 139; https://doi.org/10.3390/admsci16030139 - 11 Mar 2026
Viewed by 724
Abstract
The rapid pace of digital transformation has increased organizations’ reliance on digital technologies and collaborative systems as key drivers of technological innovation. However, the mechanisms through which digital trust, digital technology, and digital capability shape innovation performance—particularly through knowledge sharing—remain insufficiently explored. This [...] Read more.
The rapid pace of digital transformation has increased organizations’ reliance on digital technologies and collaborative systems as key drivers of technological innovation. However, the mechanisms through which digital trust, digital technology, and digital capability shape innovation performance—particularly through knowledge sharing—remain insufficiently explored. This study examined the relationships among these digital enablers and innovation performance, positioning knowledge sharing as a central mediating mechanism grounded in the Knowledge-Based View and Open Innovation Theory. A quantitative research design was adopted, and data were collected through a structured survey of 280 professionals working in IT, software development, telecommunications, and other technology-intensive industries. Convenience sampling was employed, and statistical analyses were conducted using SPSS to assess reliability, validity, and structural relationships. The findings revealed that digital trust, digital technology, and digital capability significantly enhance knowledge-sharing practices, which in turn positively influence innovation performance. Moreover, knowledge sharing was found to play a critical mediating role in translating digital enablers into innovation outcomes. This study contributes to the digital innovation literature by highlighting the importance of digital preparedness and collaborative knowledge practices in fostering technological innovation. The findings also offer practical insights for organizations seeking to strengthen innovation performance by developing digital capabilities, fostering trust, and promoting effective knowledge-sharing cultures in technology-intensive environments. Full article
(This article belongs to the Special Issue Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation)
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26 pages, 487 KB  
Article
Types of Knowledge Transferred Within International Interfirm Alliances in the Nigerian Oil Industry and the Potential to Develop Partners’ Innovation Capacity
by Okechukwu C. Okonkwo
Adm. Sci. 2025, 15(11), 423; https://doi.org/10.3390/admsci15110423 - 30 Oct 2025
Viewed by 1281
Abstract
This study focuses on exploring the nature of inter-organizational learning and the types of knowledge that are transferred/shared between foreign multinational companies (MNCs) and their local partner firms within international interfirm alliances in developing countries, particularly those operating in the Nigerian oil industry. [...] Read more.
This study focuses on exploring the nature of inter-organizational learning and the types of knowledge that are transferred/shared between foreign multinational companies (MNCs) and their local partner firms within international interfirm alliances in developing countries, particularly those operating in the Nigerian oil industry. The aim is to identify/examine the types/quality of knowledge transfer and the viability of interfirm knowledge transfer for boosting the knowledge base and innovation capacity of the alliance partner firms, particularly of the local partner firms, in such a distinctive type of international alliances. Using a qualitative case study research method, four cases of international interfirm collaborative arrangements between foreign and local companies in the Nigerian oil industry were studied. The findings of this study show that the local partner firms in the alliances were able to access and acquire mainly technological and international market knowledge through the collaborations, but not managerial knowledge. Contrary to the extant theory/literature, the foreign partner firms did not seek to acquire local market knowledge from the local firms but clearly demonstrated “knowledge transfer willingness” that facilitated the acquisition of knowledge by the local firms in the alliances. However, the technological and international market knowledge acquired by local firms were limited to mainly the explicit dimension of the knowledge. In effect, the local partners in this study mainly acquired explicit technological and international market knowledge with limited tacit knowledge. A key implication of this finding can be a reduced ability to develop innovation capacity through alliances. This paper, therefore, highlights the necessity for an increased focus on tacit knowledge acquisition by local partner firms and the importance of utilizing appropriate learning mechanisms to achieving tacit knowledge acquisition through the collaborations. Full article
(This article belongs to the Special Issue Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation)
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27 pages, 1044 KB  
Article
The Relationship Between Occupational Stress, Burnout, and Perceived Performance: The Moderating Role of Work Regime
by Ana Conceoção and Ana Palma-Moreira
Adm. Sci. 2025, 15(10), 377; https://doi.org/10.3390/admsci15100377 - 26 Sep 2025
Cited by 5 | Viewed by 15874
Abstract
Globalization, digital transformation, and organizational changes have led to significant transformations in the world of work, substantially increasing workloads, which can result in high levels of stress and burnout among employees. The main objective of this study was to investigate the association between [...] Read more.
Globalization, digital transformation, and organizational changes have led to significant transformations in the world of work, substantially increasing workloads, which can result in high levels of stress and burnout among employees. The main objective of this study was to investigate the association between occupational stress and perceived performance and whether this relationship was mediated by burnout. In addition, we sought to understand whether the work regime (in-person, hybrid, and remote) moderates the relationship between occupational stress and burnout. The sample for this study consisted of 325 participants working in organizations based in Portugal. The data collection procedure was non-probabilistic, intentional, and snowball-type. This is an exploratory, correlational, and cross-sectional study. The results indicate that only the dimension ‘stress with users’ has a negative and significant association with performance. On the other hand, the dimension ‘stress with career and remuneration’ has a positive and significant association with performance. The dimensions ‘stress with users’ and ‘stress with workload’ have a positive and significant association with performance. Only ‘stress with workload’ has a positive and significant association with exhaustion. Distancing has a total mediating effect on the relationship between stress with users and perceived performance. The work regime has a significant effect on distancing. The work regime moderates the relationship between ‘stress with working’ conditions and exhaustion. Given the current work regimes, especially after the COVID-19 pandemic, it can be concluded that, among the dimensions of occupational stress, the most critical is stress with working conditions. Full article
(This article belongs to the Special Issue Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation)
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26 pages, 645 KB  
Systematic Review
An Integrative Systematic Review of Knowledge Management, Organizational Performance, and Business Sustainability
by Abobakr Aljuwaiber
Adm. Sci. 2026, 16(4), 185; https://doi.org/10.3390/admsci16040185 - 13 Apr 2026
Viewed by 843
Abstract
This study comprehensively reviews the literature on knowledge management (KM) to explain its impact on organizational performance and business sustainability. It examines the dominant KM frameworks and theories; performance and sustainability outcomes; and key contextual enablers and constraints across sectors. Following the PRISMA [...] Read more.
This study comprehensively reviews the literature on knowledge management (KM) to explain its impact on organizational performance and business sustainability. It examines the dominant KM frameworks and theories; performance and sustainability outcomes; and key contextual enablers and constraints across sectors. Following the PRISMA 2020 guidelines (Preferred Reporting Items for Systematic Reviews and Meta-Analysis), a systematic review was used to find and collect relevant empirical and theoretical studies through Google Scholar, Scopus, and Web of Science. Thematic descriptive analysis of articles published between January 2020 and January 2026 revealed major themes, research trends, and conceptual gaps, which informed the key research agenda. A total of 70 studies were included after screening and eligibility assessment. The findings indicate that KM consistently enhances innovation capability and operational efficiency to boost competitive advantage and support social, economic, and environmental outcomes. These relationships are largely mediated by organizational learning and innovation, especially green innovation, and are moderated by leadership, organizational culture, and technological integration. Adoption patterns vary across industries and sectors based on differences in resources, digital maturity, and regulatory environments. Ongoing challenges include resistance to change, difficulties in managing tacit knowledge, measurement limitations, and limited longitudinal and cross-sectoral research. Overall, this systematic review highlights the need for integrated KM frameworks that align leadership, culture, and technology to strengthen performance and sustainability outcomes. It advances KM theory by clarifying the dominant models and mechanisms to offer actionable insights for managers and policymakers. Full article
(This article belongs to the Special Issue Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation)
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20 pages, 1472 KB  
Systematic Review
From Safety to Sharing: A Bibliometric Mapping of Psychological Safety, Knowledge Management, and Organizational Learning
by Paula Figueiredo, Rosa Rodrigues and Ana Diogo
Adm. Sci. 2025, 15(11), 427; https://doi.org/10.3390/admsci15110427 - 31 Oct 2025
Cited by 4 | Viewed by 3079
Abstract
Psychological safety (PS), knowledge management (KM), and organizational learning (OL) are increasingly recognized as critical foundations for resilient, adaptive, and innovative organizations. However, the connections among these constructs remain fragmented in the literature, making bibliometric mapping an essential step to consolidate knowledge in [...] Read more.
Psychological safety (PS), knowledge management (KM), and organizational learning (OL) are increasingly recognized as critical foundations for resilient, adaptive, and innovative organizations. However, the connections among these constructs remain fragmented in the literature, making bibliometric mapping an essential step to consolidate knowledge in this domain. This study analyzes the relationships between PS, KM, and OL, identifying thematic patterns and theoretical contributions that support the integration of these constructs into organizational cultures. Drawing from empirical literature indexed in Web of Science (WoS) (2000–2025), we applied the SPIDER framework and PRISMA methodology to identify and evaluate 103 peer-reviewed articles. Using VOSviewer (version 1.6.20) and data mining techniques, we generated bibliometric networks and thematic clusters that offer a comprehensive view of the conceptual landscape. Findings reveal that PS acts as a key enabler of knowledge sharing and OL, particularly in inclusive environments with leadership support and tolerance for error. An inductively developed conceptual model illustrates how trust-driven cultures can enhance knowledge flows and reduce dysfunctional behaviors such as knowledge hiding. By mapping these intersections, the study consolidates fragmented literature and demonstrates how PS, KM, and OL contribute to sustainable learning cultures while also highlighting promising avenues for future research on collective learning and organizational resilience. Full article
(This article belongs to the Special Issue Unleashing the Power: How Knowledge Management and Organizational Learning Drives Innovation)
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