Purpose The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship. Design/methodology/approach This study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing. Findings Results revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship. Research limitations/implications As a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions. Practical implications Organizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences. Originality/value Despite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.

Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

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Green innovation could become a valuable firm resource for establishing competitive advantage while simultaneously contributing towards sustainable development; in other words, green innovation has the potential to address the dilemma between consuming available resources and preserving them for the future. However, there is a dearth of studies systematically examining the present structure and future scope of research on green innovation as a firm resource. Seeking to explain the sustainable development dilemma of green innovations through the theoretical perspective of the resource‐based view of the firm, we address this gap with a comprehensive bibliometric analysis of 951 relevant articles. The key contributors to the extant literature are recognised with bibliographic coupling, citation analysis and co‐authorship analysis. A co‐citation analysis identifies four major thematic areas of research: green supply chain management, green product design, corporate environmental responsibilities and social sustainability. Further, a dynamic co‐citation analysis tracks the progression of these thematic areas. Content analysis of the thematic areas provides insights into the status of the research domain. This study also contributes to the extant literature by identifying prestigious articles on green innovation as a firm resource, analysing the co‐occurrence of keywords and suggesting future research agendas.

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Using an in-depth qualitative case study design, focusing on a significant global technology consulting multinational enterprise's (MNEs) subsidiary in India, this research analyses interview, documentary and observational data for insights on the proliferation of artificial intelligence (AI) in human resource management (HRM). By developing HRM-focused, AIenabled applications, the MNE improved HR cost-effectiveness and offered a hyperpersonalised and individualised employee experiences. Employing the theoretical lenses of individualisation of HRM practices, AI-mediated social exchange, job signalling and personorganisation fit theories, this research explains employees' experience of HRM practices and its impact on their attitudes and behaviours. Ten interviews were conducted with global technology leaders, champions of innovation, senior HR leaders and employees, including those engaged in the design and implementation of HR-focused AI applications. Findings suggest the use of AI-enabled bots, virtual, digital and personal assistants for carrying out a range of HRM tasks, such as routine, analytical, interactional and communicative tasks involving employees. A diverse set of HRM-focussed AI applications operant at this MNE contributed to its HR cost-effectiveness and enhanced the overall employee experience, thereby resulting in improved levels of employee commitment, satisfaction and reduced employee turnover behaviour. Implications for research and practice are also discussed.

Purpose This paper aims to investigate the differences in the mediating roles of trust and knowledge sharing (formal vs informal) in the process by which training and incentives influence organizational performance (sales increase and labor productivity). Design/methodology/approach The data from an online survey of Senior Managers from 119 firms in Hong Kong’s clothing industry (HKCI) was analyzed using SmartPLS software. Findings Trust has a stronger mediating impact in the effects of incentives (vs training) on both formal and informal knowledge sharing. Informal (vs formal) knowledge sharing has a stronger mediating impact in the effects of trust on sales increase and labor productivity. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviors, as well as motives, such as self-enjoyment, reciprocity or social interaction ties to study knowledge sharing behavior. Practical implications This study shows that incentives are more likely than training to help build a trusting environment in an organization and that informal knowledge sharing has a stronger influence on organizational performance than formal knowledge sharing. Originality/value The study’s distinctive contribution is the under-researched context of HKCI for investigating the mediating effects of trust and formal and informal knowledge sharing between ability and motivational practices on performance.