Current and future influences of COVID-19 on the knowledge management function of conventions and exhibitions

Abstract

This study presents a new perspective on conventions and exhibitions (termed “C&E”) as places of knowledge exchange and conversion in which participants acquire, create, and disseminate tacit and explicit knowledge. C&E is defined as a temporary cluster promoting tacit knowledge exchange, which cannot be conveyed without meeting in person. However, C&E has been forced to convert to online/virtual events owing to the COVID-19 pandemic and is now changing to a hybrid mode of on-site and virtual events. This phenomenon is expected to continue post-pandemic, as long as socialization for tacit knowing is still the primary concern for people attending events.

The differential effects of human resource management on organizational innovation: a meta-analytic examination

“…When utilizing HRM practices to promote innovation, organizations should place a high priority on facilitating knowledge sharing among employees by creating and encouraging a wide range of communication channels. For example, managers can organize regular experience-sharing meetings between employees from different departments, and make the minutes of the meetings available to all members, which would facilitate the conversion of tacit knowledge into explicit knowledge (Jung and Lee, 2022). For another example, organizations can also set up an internal knowledge map to make the skills and knowledge strengths of each employee publicly available to all members so that they can choose the right person to turn to when they encounter knowledge difficulties.…”

The differential effects of human resource management on organizational innovation: a meta-analytic examination

“…When utilizing HRM practices to promote innovation, organizations should place a high priority on facilitating knowledge sharing among employees by creating and encouraging a wide range of communication channels. For example, managers can organize regular experience-sharing meetings between employees from different departments, and make the minutes of the meetings available to all members, which would facilitate the conversion of tacit knowledge into explicit knowledge (Jung and Lee, 2022). For another example, organizations can also set up an internal knowledge map to make the skills and knowledge strengths of each employee publicly available to all members so that they can choose the right person to turn to when they encounter knowledge difficulties.…”

The differential effects of human resource management on organizational innovation: a meta-analytic examination

“…When utilizing HRM practices to promote innovation, organizations should place a high priority on facilitating knowledge sharing among employees by creating and encouraging a wide range of communication channels. For example, managers can organize regular experience-sharing meetings between employees from different departments, and make the minutes of the meetings available to all members, which would facilitate the conversion of tacit knowledge into explicit knowledge (Jung and Lee, 2022). For another example, organizations can also set up an internal knowledge map to make the skills and knowledge strengths of each employee publicly available to all members so that they can choose the right person to turn to when they encounter knowledge difficulties.…”

The differential effects of human resource management on organizational innovation: a meta-analytic examination

“…When utilizing HRM practices to promote innovation, organizations should place a high priority on facilitating knowledge sharing among employees by creating and encouraging a wide range of communication channels. For example, managers can organize regular experience-sharing meetings between employees from different departments, and make the minutes of the meetings available to all members, which would facilitate the conversion of tacit knowledge into explicit knowledge (Jung and Lee, 2022). For another example, organizations can also set up an internal knowledge map to make the skills and knowledge strengths of each employee publicly available to all members so that they can choose the right person to turn to when they encounter knowledge difficulties.…”