The purpose of this paper is to examine the influence of the Big-Five personality (BFP)

Knowledge is the most vital element in innovation. According to the literature, knowledge management plays a prominent role which enables firms to leverage their innovation capabilities into product and service development. Knowledge sharing which is the important process of knowledge management is therefore crucial to enhance an employee innovation capability which is itself a component of the overall firm innovation capabilities. Purpose:The purpose of this paper is to empirically examine the influence of knowledge sharing on employee innovation capabilities.Design/methodology/approach: A questionnaire-based survey was employed for the data collection. A total of 204 engineers working with manufacturing firms in Malaysia participated in the survey. Findings:The findings show that knowledge sharing influences employee innovation

Knowledge sharing has been described as a key aspect of knowledge management. Most previous studies have examined knowledge sharing among employees from the same nationality but studies on knowledge sharing among multi-nationalities employees is rare. This study investigated factors that influence knowledge sharing among employees of diverse nationality in a multinational setting. The survey method via the use of the questionnaire was employed to collect data from 189 employees working with a multinational organization in Saudi Arabia. The data was analysed using the structural equation modelling (smart PLS). The result indicated that trust and management support are significant factors that influence knowledge sharing among employees of multi-nationality. This paper concludes that factors that affect knowledge sharing could differ in an organization with diversity of employees. Employees’ diverse culture, languages, beliefs, and experiences could affect the knowledge sharing process especially in a multi-nationalities organization. The implications of the findings were discussed.

Part 1: BIM Operations, Maintenance and RenovationInternational audienceThe paradigm shift in the construction industry from 2D to Building Information Modelling (BIM) presents unforeseen challenges for new entrant construction industries. Experiences from advanced industry users of BIM shape the directions for future use. In Malaysia, BIM maturity is fast appreciating with increasing demand for efficiency and competitive advantages. However, adoption rate encounters resistance from several factors highlighted in previous research: people, process and technology. To improve on Information technology (IT) adoption models factors such as business process re-engineering, computer integrated construction and BIM adoption were considered for this research. This paper represents findings of an ongoing research, presenting the designed questionnaire to access perception of construction industry professionals (Architects, Quantity Surveyors, Engineers and Contractors) knowledge on BIM softwares and BIM attributes. Responses were derived from 120 construction professionals in the pilot phase of the research. The data is analyzed using SPSS for a descriptive overview of the most prominent BIM software usage. Smart PLS was utilized to analyze the path coefficient effects of each variable in the model. The Cronbach Alpha derived fell within an agreeable minimum threshold of above 0.60. The factors loaded appropriately to each variable. The path coefficient revealed people perception had the highest effect on collaborative processes, business process re-engineering (BPR) had the highest effect on BIM adoption and model variance R2 explained 24.6% of BIM adoption. The results will demonstrate the current state of BIM adoption in Malaysian construction industry complimenting current efforts to improve BIM awareness. At this stage, future research focuses on developing the second phase of the model and recommends towards extending and redefining the model with other mediating variables

The major goal of knowledge management (KM) is to enhance innovation. Previous research on innovation and knowledge management has shown a positive relationship between innovation and effective knowledge management (Smith et al., 2005;Darroch & McNaughton, 2002;Dougherty et al., 2002;Nonaka & Takeuchi, 1995). Some scholars have maintained that the innovation that accelerates creative solutions depend greatly on the accumulation of new knowledge in an organization. Knowledge accumulated is the organization is essentially utilized by people via four major knowledge management processes. Unfortunately, KM literature overpraises the technological aspects neglecting the people dimensions and the soft aspect of people who actually possess the knowledge that could spark innovation. In a bid to fill this void, this paper contributions to knowledge by considering the need for a theoretical model of the attitudinal and behavioural conditions of the employees who engage in knowledge management processes to push the boundaries of their firm's innovation capabilities.