This research was conducted with the aim of identifying various changes made to knowledge management (KM) practices implemented by organizations in the Sultanate of Oman following the onset of the COVID-19 crisis. Further, the study focused on identifying the impact of those changes on various aspects of human resources management. Snowball and purposive sampling techniques were used to collect relevant data from 110 line managers in various organizations in the Sultanate of Oman. Data were analyzed using descriptive statistics and Chi-squared and post-hoc tests. The Bonferroni correction method was adopted to reduce the risk of Type I error. The findings indicated that organizations started utilizing an inside-out approach to KM after the COVID-19 crisis began, shifted KM process from manual to computer-based and spending from conventional to e-KM activities. Key finding is that the organizations demonstrated an increased dependency on internal knowledge sources. In addition, line managers began measuring the effectiveness of KM practices, a metric which had been mostly neglected in the pre-pandemic period. Perceived benefits of these changes included increased employee motivation and engagement, increased employee learning and job-related skill, along with an enhanced knowledge-sharing culture across the organization. Important measures taken to mitigate the perceived negative impact of these changes, or enhance the perceived positive impact, included consistent persuasive communication with employees and identifying alternate financial resources to support KM activities. This research contributes to the field of KM and projects it as a supportive discipline to effective crisis management. Findings of this research can help in identifying the areas of training and improvements in the KM framework. This research is global and topical in nature as it relates to the e-KM practices during the ongoing global COVID-19 crisis and portrays the changing e-learning scenario in the organizations in Oman, one of the prominent countries in the middle east and represents the middle east regional culture and economy.

Examining the impact of green orientation and other similar practices in an organization on employees' organizational identification is becoming increasingly important. At the same time, internal green marketing is increasingly attracting the attention of researchers. However, there is a lack of studies in which the primary goal was to examine the relationship between internal green marketing, employee satisfaction in its context, and employees' organizational identification. Hence, the aim of this paper was to determine whether there is a relationship between all dimensions of internal green marketing and organizational identification of employees, as well as between employees' satisfaction and organizational identification. The online survey was conducted among employees of different organizations in the Republic of Serbia. The regression and correlation analysis was used to test the hypotheses. The obtained results showed a statistically significant positive relationship between each dimension of internal green marketing and employees' organizational identification as well as between employees' satisfaction and organizational identification. For future research, a longitudinal study is recommended, testing the relationships between these variables on a larger sample, and testing on a sample of managers.

The purpose of the paper was to examine the impact of internal green marketing on managers' organizational identification and the financial performance of the organizations. The empirical research was carried out by an online survey. The model proposed in this paper was tested on a sample of 53 managers of Serbian organizations in the agribusiness sector. For empirical testing of the proposed hypotheses, partial least squares structural equation modeling was used. The findings revealed that the direct effect of internal green marketing on managers' organizational identification as well as the direct effect of managers' organizational identification on financial performance is positive and statistically significant. Managers' organizational identification fully mediates the relationship between internal green marketing and financial performance. This paper can contribute to better understanding of green internal marketing and its effect on organizations, especially in the agribusiness sector. The results can be useful to managers in the agribusiness sector.

The objective of the study is to investigate the role of emotional intelligence as a mediating variable to improve the effectiveness of a transformational leader in accentuating employee performance using Structural Equation Modeling. The study used a convenience sample method and an exploratory and descriptive research methodology. The total population of the study is 554 employees of 2 main telecom companies in Oman. Sample respondents are 211. Structural Equation Modelling was used to empirically test the proposed conceptual model. The results suggest that emotional intelligence does play a mediating effect in helping the leader lead to a better performance of the employee. Emotional intelligence mediates the relationship between transformational leadership and employee performance. The study's goal is to show how crucial it is for a transformational leader to be emotionally intelligent and aware of non-tangential aspects in order to improve staff performance. The findings imply that emotional intelligence is a key strategy used by transformational leaders to develop a strong result-oriented team.