Purpose: The productivity of knowledge workers is crucial not only for organizational innovation and competitiveness but also for sustainable development. In the context of knowledge-intensive firms, implementation of knowledge management is likely to increase knowledge worker productivity. Therefore, the purpose of this paper is to examine the influence of knowledge management on knowledge worker productivity. Design/methodology/approach: A research framework on the effects of knowledge management processes on knowledge worker productivity is established and empirically tested with data from 336 knowledge workers at five mobile network operator companies in Pakistan. Findings: The results indicate that knowledge creation and knowledge utilization impact knowledge worker productivity positively and statistically significantly. However, knowledge sharing does not have statistically significant impact on knowledge worker productivity. Demographic factors (gender, managerial position and formal education level) do not moderate the relationship between knowledge management and knowledge worker productivity statistically significantly. Research limitations/implications: The key limitations are the cross-sectional nature of the data and the geographic limitation to telecom companies in Pakistan. Practical implications: Irrespective of gender, education and managerial position, implementation of knowledge management can increase knowledge worker productivity. Therefore, knowledge management practices should be implemented to enhance the knowledge worker productivity via fostering the knowledge worker’s engagement in and propensity to knowledge management processes. Originality/value: This study is among the first to examine the likely influence of knowledge management on the productivity of knowledge workers conclusively while controlling for three individual demographic factors. This study also addresses the effectiveness of knowledge management in the little-explored cultural context of Pakistan.

Purpose: Knowledge management in the public sector is relatively an ignored avenue of research and practice that has recently been given attention. Knowledge management initiatives in the public sector are now not limited to the developed countries anymore. The public sectors of various developing countries including Pakistan have developed knowledge management functions to address the problems of low organizational commitment (higher turnover rates) and knowledge-workers’ performance. Consequently, the purpose of this paper is to examine the mediation role of organizational commitment in the relationship between knowledge management practices and knowledge-worker performance. Design/methodology/approach: The data were gathered from 341 knowledge workers of the public sector health department of Punjab Province, Pakistan, where knowledge management unit initiative has been taken. It was then analyzed using the structural equation modeling. Findings: Organizational commitment partially mediates the relationship between knowledge management practices and knowledge-work performance. Practical implications: The public sector policy makers are strongly advised to implement knowledge management units and practices in order to enhance knowledge-work performance as well as organizational commitment. Originality/value: First, the model on the mediating role of organizational commitment has never been examined before. Second, the data collection from the public Health Department of Pakistan, a developing country, is relatively rare because the public sector knowledge management studies have mostly been conducted in developed countries. Finally, this study extends the literature on knowledge management in the public sector that is the developing theme in knowledge management discipline while adding knowledge management as a toolkit to enhance knowledge-workers’, organizational commitment and knowledge-work performance.

Purpose: The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa.Design/methodology/approach: A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David.Findings: A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage.Research limitations/implications: Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations.Practical implications: Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation.Social implications: Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective.Originality/value: This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.