The purpose of this research is to gain a complete understanding of how students and faculty in higher education perceive the role of AI tools, their impact on academic integrity, and their potential benefits and threats in the educational milieu, while taking into account ways to help curb its disadvantages. Drawing upon a qualitative approach, this study conducted in-depth interviews with a diverse sample of faculty members and students in higher education, in universities across Lebanon. These interviews were analyzed and coded using NVivo software, allowing for the identification of recurring themes and the extraction of rich qualitative data. The findings of this study illuminated a spectrum of perceptions. While ChatGPT and AI tools are recognized for their potential in enhancing productivity, promoting interactive learning experiences, and providing tailored support, they also raise significant concerns regarding academic integrity. This research underscores the need for higher education institutions to carefully navigate the integration of AI tools like ChatGPT. It calls for the formulation of clear policies and guidelines for their ethical and responsible use, along with comprehensive support and training. This study contributes to the existing literature by presenting a comprehensive exploration of the perceptions of both students and faculty regarding AI tools in higher education, through a qualitative rich approach. By delving into the intricate dynamics of ChatGPT and academic integrity, this study offers fresh insights into the evolving educational landscape and the ongoing dialogue between technology and ethics.

Purpose – The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa. Design/methodology/approach – The authors propose an approach by which they first empirically assess the independence of those two concepts, then KM's fundamental processes, being knowledge acquisition, sharing, and utilization, are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett's test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis. Findings – The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM. Practical implications – This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment. Originality/value – This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.PublishedN/

Purpose: As businesses continue to forge ahead in the twenty‐first century, knowledge management (KM) has materialized as a significant differentiator. The process of creating new knowledge, sharing, and preserving such knowledge, is crucial for achieving competitive advantage. To gain maximum benefit from new knowledge, it must be efficiently integrated into the organization within a continuous knowledge life cycle. In this respect, mentoring is becoming ever more effective as a means to facilitate knowledge creation and sharing and build intellectual capital. This study aims to examine how both formal and informal mentoring enhances KM in the Lebanese banking sector.Design/methodology/approach: Professionals in the Lebanese banking sector were surveyed to measure their perception of the impact of mentoring on their willingness to share information within the organization on both a formal and informal basis. A Pearson correlation was conducted to test the hypotheses.Findings: Results suggest that informal mentoring is highly correlated with KM; whereby the more employees practice mentoring willingly the more knowledge will be shared, preserved, and used within the organization. However, there was little support for formal mentoring.Practical implications: The results suggest that management should be highly supportive of informal mentoring as a means to capture and retain organizational knowledge. They should design and reward informal mentoring processes within the organization.Originality/value: This paper adds to the existing mentoring literature by empirically testing the relationship between mentoring and KM.

Purpose: As one of the first studies in this field, the purpose of this paper is to explore the effect of personal values on job performance and job satisfaction across different jobs. Further, it aims to identify personal value types that are positively, or negatively, related to behavioural and attitudinal outcomes in different job categories.Design/methodology/approach: Based on a sample of 270 participants across several job categories including finance, accounting, marketing, sales, HR (human resources), operations and information technology (IT), this research explores the relationship between personal values, job performance and job satisfaction across the listed job categories. Ordinary least square (OLS) stepwise-regression and partial least square (PLS) regression were used in analysing the results.Findings: Findings showed that for some of the jobs examined, different types of personal values were associated with different worker outcomes.Originality/value: This research study identifies sets of personal values that are suited to some jobs more than others in terms of job performance and job satisfaction outcomes. Moreover, this research demonstrates the importance of controlling for job categories in future research models that investigate the links between values, performance and satisfaction.