Vagner Batista Ribeiro

There is limited research on the cultural influence on knowledge sharing in production contexts. In view of the gap in literature, this study draws on a multi‐criteria decision‐making approach, the analytic hierarchy process (AHP), to identify and rank different enabling factors of knowledge sharing in the workplace of a Chinese electronics plant on the basis of the relative importance ascribed to them by operators, leaders, and managers. The fieldwork research was conducted in a Chinese electronic plant, considering the judgment of 121 operators (blue‐collar workers), 56 production leaders, and 9 managers selected by convenience. The findings reinforce the understanding about the importance of integrating factors related to people, process, and knowledge to enable knowledge management in different cultural contexts, which may support managers' needs for lessons learned from other organizations in the areas of knowledge management, organizational learning, and process management.

This paper aims to identify aspects of Human Resources (HR) and Knowledge Management (KM) in the context of Industry 4.0 (I4.0), to propose a research agenda to support a knowledge-based production management, effective knowledge retention and sharing, and support I4.0 adoption.

This paper aims to discuss how Knowledge Management (KM) can support the Industry 4.0 (I4.0) implementation. The paper analyzes the relevant literature and explores related research opportunities, which can provide insights and assist researchers in future studies. I4.0 technologies can influence work flexibility, autonomy, job performance and innovation, but the acquisition and dissemination of knowledge, especially on the shop floor, remain dependent on employees, indicating human concerns which can be supported by KM. We conducted a literature review on KM and I4.0 on 41 papers selected from the Clarivate Web of Science Core Collection, published between 2010 and 2021. Structured summaries were developed, that lead to broad themes. Findings indicate three themes relating KM and I4.0: Technology, which explores infrastructure demands for implementation and its influence on the knowledge creation process; KM and learning, which reinforces the importance of both hard and soft skills, and indicates the need to investigate enablers factors for knowledge creation and sharing; and Worker engagement, which consider communicational, cultural and trust-related aspects for worker's development. This paper explores the I4.0 implementation and indicate concerns involving workers and the technologies adoption, which can provide insights and assist researchers in future Operations Management practices and related researches.