Shubh Majumdarr

Purpose: The study aims to review knowledge-sharing culture (KSC) literature. The systematic review is conducted through a hybrid review, integrating bibliometric and content analysis to understand the subject and its temporal progression of prominent contributors. Further content analysis benchmarks prominent theories, characteristics, context and methodologies (TCCMs) applied for domain advancement with a proposed model. Design/methodology/approach: The study presents a bibliometric analysis of 96 Australian Business Deans Council - Journal Quality List (ABDC-JQL) 2022–indexed publications retrieved from Scopus and WoS databases via SPAR-4-SLR protocol between 1999 and 2023. The performance and science mapping analysis were performed through Microsoft Excel and Biblioshiny R programming. Furthermore, a content analysis via the TCCM framework was performed on 38 A*/A ABDC-JQL-2022-indexed high-quality publications from the sample to benchmark prominent findings. Findings: The performance analysis reveals the top domain contributors, followed by science-mapping techniques highlighting keywords and cluster analysis based on co-occurrence analysis. Based on the TCCM framework, the content analysis reveals three diverse theory sets, focusing on behavioural, organizational and knowledge-exchange processes. The characteristics section highlights the individual and organizational factors. The context section reveals that the studies are conducted in developed and developing countries. The methodology section reveals the dominance of quantitative methods. The study further proposes a holistic model with antecedents and outcomes of KSC and future research questions and avenues for the advancement of the domain. Originality/value: The novelty of the research is the hybrid review approach that integrates quantitative bibliometric techniques and a qualitative TCCM content analysis framework to unearth hidden relationships and future avenues along with a holistic framework. This study can also serve as an inception point for scholars interested in the subject.

Scaling digital platforms for innovation has become a strategic priority, yet many B2B platforms fail to move beyond initial adoption due to persistent paradoxical tensions such as openness versus control, flexibility versus standardization, and expansion versus protection. Although these tensions are researched, how platform leaders manage them to enable scaling remains underexplored. Addressing this gap, the study examines how paradoxical governance orientations shape B2B platform scaling and how relational and institutional factors condition this process. Using a mixed-method design, the quantitative phase analyzes survey data from 554 respondents across 11 established B2B platform leaders in India and the United States, followed by 43 semi-structured interviews with platform leaders and ecosystem partners. The quantitative results show that paradoxical governance orientations positively influence relational openness in both countries. Relational openness mediates the relationship between governance orientations and platform scaling, with partial mediation in the United States and direct mediation in India. Moderated mediation analysis indicates that legitimacy-granting conditions strengthen this indirect relationship in the United States but remain insignificant in India, a divergence that is further unpacked through qualitative analysis. The study advances platform ecosystem research by conceptualizing paradoxical governance orientations as a means of embedding, rather than resolving, competing platform tensions. It further theorizes relational openness as the mechanism through which such governance orientations translate into scalable platform outcomes. Finally, it reconceptualizes legitimacy-granting conditions as an interactive moderator that provides direction by clarifying governance trajectories and stability by reinforcing trust and predictability among ecosystem actors.

Strategic leadership is considered crucial for an organisation’s success, and with the emergence of a knowledge-based economy, exchanging knowledge to align with the firm’s strategic goals is necessary. This research comprehensively examines the intricate relationship between strategic leadership and knowledge-sharing through a data-driven bibliometric analysis. Through SPAR-4-SLR, the authors examined 83 journal publications indexed in the ABDC JQL 2022 from Scopus and Web of Science databases based on keywords from past studies. The findings map the intellectual structure and evolution of the domain. The results unveil key publications, authors, interrelationships, emerging topics, and theoretical contributions, providing a nuanced understanding of global annual publication trends.

Based on the foundations of femininity-masculinity and assertiveness-responsiveness, this study investigates the interplay between gender roles and social styles in managerial behavior and its impact on employee voice and engagement in a fully remote work setting. The research gathered data from 542 Information Technology (IT) professionals with a two-wave survey design. The results suggest a potential linkage between gender roles and social styles. Managers with androgynous gender roles are more likely to exhibit expressive social style than any other style; masculine gender roles exhibit driver social style, while managers with undifferentiated gender roles are likelier to demonstrate analytical social style. The findings further indicate that managers exhibiting higher levels of femininity within their gender role (androgynous and feminine) positively impact employee voice and engagement. In contrast, lower levels of femininity (masculine and undifferentiated) seem to correspond with diminished employee voice and engagement. This pattern also extends to social styles.

In this chapter, the authors examine Corporate Social Responsibility initiatives to empower Indian women, emphasizing that sustainable development is unattainable without their active participation. The study employs a non-probability purposive sampling technique to analyze secondary data from CSR reports of Indian companies from 2014 to 2018, including sources such as the High-Level Committee-2015 (HLC-2015), the CSR Reporting Survey 2019, the National Health Survey of Families Health, and the top 10 women empowerment projects through CSR initiatives in 2018-19. Utilizing percentage analysis, the chi-square test, and ANOVA, the study assesses the impact of CSR initiatives on women's personal and professional growth in both social and economic spheres. Furthermore, the chapter proposes a conceptual framework to enhance women's development through CSR. This chapter contributes valuable insights into the role of CSR in fostering women's empowerment in a developing economy like India.

This research investigates the relationship between e-leadership and strategic innovations in the workplace. It proposes a moderated mediation model that examines inter-team coordination's mediating role and knowledge integration capability's moderating role in this relationship. A sample of 241 working professionals from the United States participated in the study. The findings of this research establish a positive and significant relationship between e-leadership and strategic innovation. e-leadership positively influences the development and implementation of innovative strategies within organizations. Additionally, the study identifies inter-team coordination as a mediator, highlighting the importance of effective team coordination in translating e-leadership into strategic innovation. Furthermore, the research reveals knowledge integration capability as a moderator, indicating that the ability to effectively integrate knowledge across teams and departments enhances the impact of e-leadership on promoting strategic innovation. The study provides valuable insights for practitioners and organizations. Recognizing the significance of e-leadership can help foster an innovative culture and improve strategic decision-making processes. Understanding the mediating and moderating role of Inter-team coordination and knowledge integration capability, emphasizes the importance of knowledge-sharing mechanisms within organizations, highlighting the need for effective knowledge management strategies.

Purpose: Job embeddedness is considered crucial for organizational success, as it promotes social capital and helps to reduce turnover. A holistic review of job embeddedness remains elusive despite gaining researchers' and practitioners' attention. Therefore, this study aims to synthesize the past literature to understand the concepts and emerging themes in the domain. Further, it helps identify future research avenues and proposes a comprehensive conceptual framework.Design/methodology/approach: The study used bibliographic data of 263 Scopus-indexed publications from inception, i.e. 2001 to 2021, which were subsequently analyzed using diverse bibliometric and content analysis (TCCM) framework and software like Microsoft Excel, Vosviewer and “Biblioshiny” package in R language.Findings: The study analyzes the domain via performance analysis which sheds light on the increasing publication trends and different significant contributors (authors, publications, countries, journals and universities). Science mapping techniques such as keyword analysis identifies author keyword evolution and trends. The content analysis showcases the dominance of diverse psychological theories applied in the domain. Also, the bibliographic-coupling analysis highlights major clusters and associated research publications. The study provides future research avenues, followed by a conceptual framework highlighting the antecedents, moderators and outcomes of job embeddedness.Originality/value: This study is the first bibliometric and content analysis exploring job embeddedness and will aid in developing a comprehensive understanding of the research topic.

Purpose: Compared to their counterparts in developed economies, businesses established in emerging economies continuously struggle due to resource and time constraints. Open innovation (OI) allows these firms to bridge the gap and advance towards technological advancements; however, the scholarly knowledge on the subject is not systematized. Thus, this study synthesizes the extant literature, proposes a framework and highlights future research avenues for domain advancements. Design/methodology/approach: Based on the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) framework, the study evaluates 79 journal publications from Scopus and Web of Science (WoS). The bibliometric analysis highlights annual publication trends and research clusters, whereas TCCM analysis provides deep analysis into applied theories, context and characteristics, i.e. OI–performance linkage, barriers, mediators and moderators, followed by employed methodologies in the domain. Findings: The bibliometric results showcase a rising publication trend, significant research clusters and trends, whereas the content analysis via TCCM framework identifies theories, contexts and methodologies employed in the domain. In terms of characteristics, the OI–performance relation and barriers at diverse levels, followed by the moderating and mediating mechanism, are further explained in detail. Originality/value: This is the first study to examine OI and firm performance in the context of emerging economies and employ rigorous frame-based bibliometric and content analysis measures, establishing the foundations for a comprehensive understanding.

The digital era has reshaped business, where IT innovation is pivotal for success. Digital leadership is a key driver, leading to digital agility. However, the research on digital agility is still at a nascent stage. The authors used the dynamic-capabilities to examine the impact of digital leadership on IT innovation in business organizations. A survey of 250 US based IT professionals was analyzed using process macro. The findings of this study enrich the digital-leadership literature, emphasizing the crucial role of digital leadership and inter-team coordination in promoting IT innovation in organizations. Practical implications of the study stress the need for organizations to develop digital leadership while fostering knowledge integration and inter-team coordination.