The paper aims to identify the individuals who influence the knowledge sharing processes from an internal social network and to forecast the future knowledge flows that may cross it. Exploratory research is employed, and a four-phase methodology is developed which combines a social network analysis with structural modeling. This is applied to the internal enterprise social network used by a British insurance company. The main results emphasize the most influential groups, their relationships, future knowledge flows, and the connection between the network's heterogeneity and structure, and employees' future knowledge sharing intention. These findings have both theoretical and practical implications. The theory is extended by proving that a social network analysis can be used as a tool for evaluating and predicting future knowledge flows. At the same time, a solution is offered to decision-makers so they will be able to: (i) identify the potential knowledge loss; (ii) determine leaders; (iii) establish who is going to act as a knowledge diffuser, by sharing what they know with their co-workers, and who is going to act as a knowledge repository, by focusing on acquiring increasingly more knowledge; (iv) identify the elements that influence employees' future knowledge sharing intention.

Purpose – The purpose of this paper is to identify and analyze the main strategies used in organizations to enhance intergenerational learning (IGL) and reduce knowledge loss. The emphasis is on universities that have an age layered or nested structure. Design/methodology/approach – The research is based on an integrated approach of literature search, content analysis, survey based on interviews and questionnaires and the analytic hierarchy process method. The research questions are as follows: What is the level of awareness in organizations about knowledge loss and the role of IGL in reducing its consequences? What kind of organizational structure is adequate for promoting IGL? What are the most suitable strategies for enhancing IGL and reducing knowledge loss? Findings – Universities have a nested generational structure, which makes them adequate for IGL. The most used strategies for enhancing IGL are mentoring, intergenerational research teams and intergenerational creativity workshops. Research limitations/implications – Empirical investigations covered only four universities. Research should be extended to a larger number of universities and also to companies. Practical implications – Findings are valuable for organizations having an aging workforce and which want to reduce knowledge loss through the IGL process. Originality/value – The study provides an insight look of how organizations experiencing a workforce aging phenomenon can enhance IGL to reduce knowledge loss.

Purpose This paper aims to examine the impact of cultural specificity on hotel’s online reviews and ratings. Design/methodology/approach Using Hofstede’s scale of cultural differences, it analyzes 1,821 comments about the Catalonia Sagrada Familia Hotel across 77 countries. Logistic regression is used for data analysis. Findings It is found that detailed reviews tend to be provided by the guests who belong to a low-power distance culture, are collectivistic, are masculine, have a low uncertainty avoidance, are long-term orientated or are indulgent. On the other hand, the customers who tend to deviate from the prior average ratings come from high-power distance societies, are individualists, are feminists, belong to a high uncertainty avoidance culture, are long-term oriented or are indulgent. Originality/value These findings extend the hospitality management literature and potentially help the hotel managers to better understand their customers’ behavior in a web-based environment.

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Abstract. The research aims to analyze the relationship between emotional intelligence and occupational stress in the

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This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to achieve this goal, a single-case study is used as a research strategy and a survey-based on a questionnaire is developed among the 60 employees the BCR-BpL branch from Bucharest, Sector 3. The relationships established among rewards, job satisfaction, and job performance are tested using Partial Least Square -Structural Equation Modelling. The results prove that: (i) rewards have a positive influence on job satisfaction; (ii) the relationship between job satisfaction and job performance is not statistically significant; and (iii) the relationship between rewards and job performance is not statistically significant. These findings have both theoretical and practical implications. On the one hand, they extend the theory from the human resources management field by analyzing the relationships established among rewards, job satisfaction, and job performance, within the Romanian banking system. On the other hand, they help managers understand the importance of using rewards as a strategic organizational tool, capable to increase employees' satisfaction.

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