The paper aims to investigate the relationships among high-performance organizations (HPOs), knowledge-management (KM) best practices, and organizational innovation in the Greek public sector. To achieve this goal, we employed the PLS-SEM method to validate and assess the research model. A total of 270 responses were collected from employees in the Greek public sector. The results indicate that KM best practices serve as mechanisms for developing organizational innovation within the relationships between HPOs and organizational innovation in the Greek public sector. Additionally, positive relationships among the model constructs were observed. This research holds significant implications and contributions for both theory and practice. It offers novel theoretical insights by being the first study to investigate this relationship and explore the connections of HPOs with other managerial constructs such as KM. Moreover, the research findings hold importance for decision-makers in the public sector, equipping them with insights to formulate more-effective strategies for enhancing performance, quality, and innovation within their organizations.

This paper reports an investigation into the alignment of Knowledge Management (KM) tools with KM processes under the Common Assessment Framework (CAF) implementation. An exploratory case study was conducted to address this purpose by employing literature review methods, focus groups, observation, and document analysis. From the data analysis, we found that in each KM process, both technological and non-technological KM tools were used. However, there were limitations regarding the number of public organisations and the study in the Greek context, which could be addressed with further research that enhances generalisability within different public organisations globally. In summary, the study provides: a) a novel theoretical insight in combining KM tools with KM processes in the public sector, and b) a practical “roadmap” of KM for public sector executives.

Purpose: In the digital era, studying how employees interact with technology and what the role of management can be to foster this interaction are of the utmost strategic importance. In this sense, the purpose of this study is to measure the impact measure the impact of a lean-digital organisational culture, characterized by traits such as open communication and employee empowerment, on the intention to use Industry 4.0 technologies. Design/methodology/approach: This research draws on socio-technical systems and technology acceptance theories to analyse and measure people's attitudes and behaviours towards digital transformation supported by lean principles. A comprehensive review of the literature led to the construction of a research model that highlights the intention to use digital technologies as a composite construct of effort expectancy, performance expectancy and social influence moderated by user resistance and anxiety. A three-month empirical survey of Greek organisations collected 452 useable responses from employees in various roles. The validity of the integrated measurement model was then tested using partial least squares structural equation modelling. Findings: The results show a significant positive relationship between a lean-digital organizational culture and the intention to technology use. Importantly, this culture also has a significant negative effect on inhibitors such as anxiety and resistance. The study's findings may be influenced by the specific country context, so future research could test the model in other locations to increase generalisability. Practical implications: From a practical viewpoint, the validated model provides decision-makers with a foundation for developing targeted action plans to facilitate technology adoption. Managers can use the findings to proactively address employee fears and empower them as problem-solvers, providing clear guidance on how to rectify cultural deficiencies. Originality/value: This study is pioneering in its integration of a lean-digital culture into the technology acceptance framework. The proposed model is the first to integrate the lean and digital dimensions of organisational culture into a key factor affecting the intention to use I4.0 technologies. Furthermore, this intention is identified as having both positive (expectancy and influence) and negative (inhibiting) factors.

This paper aims to report on the development and assessment of a conceptual model for benchlearning capability, which facilitates sustainable performance improvement. Following an in-depth literature review, two main dimensions of benchlearning capability were identified. A focus group approach was used in order to establish the connection between these dimensions and the main construct (benchlearning capability). A questionnaire was designed and administered to 502 individuals from 74 organizations that used the Common Assessment Framework, and a total of 163 respondents replied. For the structural model assessment, the PLS-SEM technique was employed. Literature reveals that benchlearning encompasses both comparative evaluation and organizational learning mechanisms. Moreover, the focus group concluded that Organizational Learning Capability (OLC) and Benchmarking Capability (BMKC) are positively related to Benchlearning Capability (BLNC). The quantitative analysis showed that the factor OLC and BMKC are related positively and significantly to BLNC. This paper is the first attempt to approach the benchlearning capability construct and to validate its model. It is also a first attempt towards providing empirical evidence that could help public managers understand the BLNC concept and formulate accordingly the appropriate strategy for improving the benchlearning capability and therefore achieving sustainable performance in their organizations.