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Purpose This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes and leadership’s knowledge of employees’ preferences, and presents a model that depicts the linkages. Design/methodology/approach To investigate why the provision of some rewards fails to induce knowledge sharing behavior among employees, this study uses the preferred reporting items for systematic reviews and meta-analyses framework to identify and analyze 56 articles published from 2000 to 2021. Findings Knowledge sharing is positively linked to organizational performance. Further, employees’ negative attitudes toward a reward system negatively relate to knowledge sharing behavior. Furthermore, management’s lack of knowledge of employees’ preferences regarding rewards leads to the provision of incorrect rewards that do not enhance knowledge sharing behavior. Finally, a conceptual model depicting the linkages among the variables under consideration has been presented. Research limitations/implications Through the present study, employees’ attitudes toward rewards and leadership’s knowledge of employees’ preferences have been presented as critical factors that can lead to the failure of some rewards to induce knowledge sharing behavior. Further, the conceptual framework that can guide managers and leaders in strategizing on how best to develop and implement correct reward systems has been presented. Originality/value The present study is a significant contribution to the literature by focusing on the negative side of rewards toward knowledge sharing behavior with a focus on employees’ attitudes and leadership’s awareness of employees’ preferences regarding rewards.

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Our daily existence is affected by how we perceive death, be it our own’s death tocome or others’ death. The intimidating nature of death has the potential to affect our daily ethical existence in relation to the other, as is seen in various crises in human history. In such a context, since expansive literature in various approaches such as biological, sociological, psychological, and political addressing the question of death is already available, this essay presents an ethico-philosophical perspective on death and argues if death should be seen as the worst event that is to be experienced by being. In this essay, I correlate language, time, and death, contrasting popular analogies, i.e., death is possibility of impossibility (Hegel and Heidegger), and death is impossibility of possibility (Lévinas and Blanchot). Firstly, the essay stages the discussion with contrasting synchronic and diachronic perspectives of language, i.e., historical understanding of language and time in Hegelian terms and the messianic time in Lévinasian terms, to see how sensibility, i.e., universal meaning, is expressed through concept. Secondly, the essay sees how sensibility is expressed through a concept beyond dialectic opposition and negativity while acknowledging that the question of ethics arises only after the end of philosophy, for something is always inexpressible through expression; there is always remnant beyond philosophical significance. This essay not only argues language, time, and death as the ethical responsibility of the self towards the other, but also contributes to the understanding of language as ethics beyond philosophy, and death as passivity beyond ontology following Lévinas’s idea of messianic time and Blanchot’s views on literature and death.

This paper consolidates literature that justifies effective knowledge management as a precursor for mitigating the effects of a crisis, Covid-19 pandemic in particular, through key antecedents of leadership, culture, and information and communication technology (ICT). A thorough review of retrieved literature relevant to the topic was conducted. The study materials were rigorously screened to limit any potential biases regarding their selection. Through the study, the paper concludes that the fight against Covid-19 crisis indeed requires knowledge to, among other things, find a lasting solution, mitigate the impacts, limit misinformation, revert to normalcy, and plan for similar crises in future. Further, the paper concludes that sustainable knowledge management during the Covid-19 crisis largely depends on a decisive leadership style that puts employees at the centre; a culture that embraces knowledge as a core asset, and supportive ICT infrastructure. Furthermore, the study reveals that relevance of ICT in the process of managing knowledge, largerly depends on a culture that accepts knowledge as a critical resource. The study establishes some challenges associated with ICT where a way forward for migrating from knowledge capture to knowledge creation and sharing has been re-affirmed. The present paper has led to the development of a model that further explains the relationships between the determinants of leadership, culture and ICT against effective management of a crisis using knowledge as a strategic resource. Further, six propositions have been put forward to provide clarity on the relationships.