Purpose This study aims to investigate the key elements that influence knowledge sharing practice, primarily the relationship between knowledge sharing practice and organizational performance within the oil and gas (OG) industry. Design/methodology/approach A sample of 203 responses was collected from the OG industry using an online questionnaire. Data were analyzed using applied structural equation modeling to validate the model and test the hypotheses. Findings The results indicate that significant relationships exist among the model constructs. These findings provide a better understanding of the factors that influence knowledge sharing practices within the OG industry. These findings prove that knowledge sharing practices positively impact organizational performance through cost reduction, organization growth and intangible benefits. Practical implications This study demonstrates that organizations in the OG industry may increase performance by adopting knowledge sharing practices. This study also provides practitioners with important information to enhance knowledge sharing practice within their organizations. For instance, managers should focus on Web 2.0 and other knowledge sharing systems to facilitate both tacit and explicit knowledge sharing. The findings provide empirical evidence that knowledge sharing practices allow organizations to transfer expert knowledge to younger generations of employees. As a result, organizations will be able to capture knowledge and alleviate the negative impact of high staff turnover within the OG industry. Originality/value The lack of knowledge sharing practices and the eminent loss of technical knowledge within the (OG) industry, because of retirements and turnover, create a difficult challenge for practitioners. Research on knowledge sharing within the OG industry is limited. Therefore, this study provides an in-depth analysis regarding the critical knowledge sharing practices and valuable information to researcher and practitioners’ knowledge sharing practices within the OG industry.

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Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and initiating strategic change.

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Purpose -Studies indicate that a managerial pro-male bias still exists. While managers and females have begun to view women as possessing managerial attributes, male students, on average, still tend to stereotype the managerial role using a pro-male bias. Based on research by Heilman and by Lord and Maher, the purpose of this paper is to propose that business students, who are exposed to a curriculum that emphasizes the importance of diversity, as recommended by AACSB, will exhibit fewer gender stereotypes. Design/methodology/approach -Using the Schein Descriptive Index, three groups of university students were surveyed to determine whether individuals exposed to formal management education experience a reduction in "men as manager" stereotypes. The hypothesis was tested using interclass correlation coefficients (r 0 ) from two randomized-groups analysis of variance. Findings -The hypothesis was not supported and the findings indicate that students in the business administration program stereotyped the managerial role to a greater degree than those not enrolled in the business administration program. Research limitations/implications -Further studies should be conducted to determine if the findings of this particular study are universal across college campuses. Practical implications -Business schools must evaluate the methods that are being used to teach diversity in management education. Originality/value -The authors' unique approach focuses on the sample as an important element when studying gender bias in management. Given the state of the economy and the cuts to university programs, by determining where bias occurs, diversity education in the university environment can be better utilized for optimal impact.