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PurposeTo date, critical success factors for design and implementing knowledge management (KM) system in a multi‐case study research have not been systematically investigated. Most of existing studies have derived their critical success factors from single company perspectives and have not considered all factors in an integrated way in a multi case study research. This paper is aimed to bridge this gap.Design/methodology/approachA qualitative case study technique has been used in this paper for data collection to gain insights into the topic being investigated. For that, “grounded theory” research approach has been selected by which the collected data from real case studies (successful organizations in KM adoption) are categorized and analyzed through specific stages. The extracted concepts can demonstrate critical success factors of KM system within organizations.FindingsThe overall results from the real case studies were positive, thus reflecting the appropriateness of the proposed critical success factors. Also 16 concepts and a conceptual framework are the other findings of this research that clarify how to design and implement a KM system in an organization. The conceptual framework presents a roadmap for success of KM programs in the organizations.Practical implicationsThe set of critical success factors can act as a list of items for organizations to address when adopting KM. This helps to ensure that the essential issues and factors are covered during design and implementation phase. For academics, it provides a common language for them to discuss and study the factors crucial for the success of KM program in an organization.Originality/valueThis study is probably the first to provide an integrated perspective of critical success factors for implementing KM through a multi case study research. It gives valuable information and guidelines which hopefully will help the leaders to accomplish KM through their organizations in an effective way.

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This study provides an overview of the knowledge management literature from 1980 through 2014. We employ bibliometric and text mining analyses on a sample of 500 most cited articles to examine the impact of factors such as number of authors, references, pages, and keywords on the number of citations that they received. We also investigate major trends in knowledge management literature including the contribution of different countries, variations across publication years, and identifying active research areas and major journal outlets. Our study serves as a resource for future studies by shedding light on how trends in knowledge management research have evolved over time and demonstrating the characteristics of the most cited articles in this literature. Specifically, our results reveal that the most cited articles are from United States and United Kingdom. The most prolific year in terms of the number of published articles is 2009 and in terms of the number of citations is 2012. We also found a positive relationship between the number of publications' keywords, references, and pages and the number of citations that they have received. Finally, the Journal of Knowledge Management has the largest share in publishing the most cited articles in this field.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To examine the influence of socio-psychological factors from different theoretical perspectives, as well as the roles of technological and cultural facilitators, on knowledge-sharing (KS) behaviors and whether it leads to superior employees' innovative work behaviors. Design/methodology/approach -Partial Least Squares (PLS) analysis was used to investigate the research model based on a survey of 257 employees from 22 high-tech companies (including companies in pharmaceutical, nanotechnological, biotechnological, aviation, and aerospace industries) in Iran. Findings -The results supported the effects of three motivational factors, i.e. perceived loss of knowledge power, perceived reputation enhancement, and perceived enjoyment in helping others, and two social capital factors, i.e. social interaction ties and trust, on employees' attitude toward KS. Findings also indicated that employees' KS behaviors enhance their innovative work behaviors. Research limitations/implications -Since the survey used cross-sectional data and samples, here were limited to some Iranian companies.The results of this study may not be generalizable and should be confirmed using larger samples and/or longitudinal studies. Practical implications -The findings provide useful insights into how managers should encourage employees' KS attitudes, intentions, and behaviors to fosterinnovative work behaviors of employees. Originality/value -This study is one of the first attempts to fill the void in integrative research for examining relationships among KS determinants, behaviors, and outcomes.