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Projects are considered to be temporary organisations (Lundin & Söderholm, 1995), so the non-permanent nature of the projects makes it even more important for the organisations to put a significant emphasis on knowledge sharing (KS). This paper aims to present an overview of the KS concept in project management (PM) by involving selected top journals of this research field. Furthermore, to create a KS theory map introducing subject areas related to KS concept with their relationships. Scopus database was used as a source and articles published in four journals (Q1 and Q2 ranked) were chosen: International Journal of Project Management, Project Management Journal, and International Journal of Managing Projects in Business; International Journal on Information Systems and Project Management. Our primary search resulted in 49 records over a 20-year time-period (2003-2022). 'Knowledge sharing' was applied as our primary search-word and the document type was limited only to 'articles', and regarding language, source type and article 'English' 'journal' 'articles' were applied as filters concerning the database. Systematic literature review (SLR) was conducted based on the steps of Okoli (2015) and was visualized by a PRISMA flow chart. The final sample included 36 articles based on a three-criteria selection process. Descriptive analysis was conducted on this sample, and it was also content analysed based on multiple aspects. The main subject areas related to KS concept resulted in a theory map, which visualizes influencing and influenced factors of KS based on the analysis of the past 20 years' articles from the selected top PM journals. The analysis revealed the overlaps and interrelationship amongst the influencing factors, which enables us to group them. These findings are useful for PM academics to place their current and future research in this KS theory map, or to identify possible gaps in the literature in this field. By being aware of the complex nature of KS, practitioners could make more focused decisions to foster the KS mechanisms in their projects. [ABSTRACT FROM AUTHOR]

The region of Balaton is the second most popular tourist destination in Hungary, so the sustainable development and the cooperation of its enterprises are essential. One of the arising solutions to this is to explore the possibilities of using knowledge-based networking tools (like social media technologies) and develop good practices and case studies for the local enterprises. Networking is a unity of independent persons and organizations that are combined with a common goal or interest. Members of such a network contribute to maintain the network and are involved in the communication and cooperation process. Knowledge-based networking tools, like social media have taken the world in a storm, it has become a mainstream, modified personal relationships, allowed individuals to contribute to number of cases and constitute new possibilities to facilitate collaboration. The advantage of implementing social media is enormous. With social networking, organizations can build business-level collaboration that is easy to use, fast and widely accepted, thus enhancing business efficiency. The purpose of the research is to explore the cooperation networks of the wineries, gastronomy units and start-ups of the Balaton Uplands, to explore the composition and characteristics of knowledge-based networking tools and to investigate what individual (generation, qualification/experience, emotional intelligence) and organizational characteristics (age, size/number of employees, income) influence the application of social media tools. The research will be executed within the Sustainable, intelligent and inclusive regional and city models (EFOP-3.6.2-16-2017- 00017) project. Considering the objectives of the project, qualitative research methodologies can be applied successfully, as it seeks to acquire deeper and more subtle knowledge for some selected enterprises. The qualitative research will be analyzed using the case study methodology. This paper aim is two folded: first to explain the whole research process by exhibiting research questions, hypothesis and the research model; second, to introduce the results of the preliminary study which explores the channels (social media sites) customers get information about wine and gastro events. [ABSTRACT FROM AUTHOR]

Knowledge creation in firms gives competitive advantage, increases innovation, offers novel ideas, and makes companies more robust during dubious times. Although literature on knowledge creation has mainly been addressed to larger organizations, its importance in small and medium-sized enterprises (SMEs) remains largely unexplored with only a few authors attempting to study the barriers to knowledge creation. Even less studies exist studying Indian perspectives. Thus, this paper will investigate the barriers to knowledge creation by looking at the barriers existing towards knowledge creating in Indian SMEs and at the levels at which these barriers to knowledge creation exist. The identified barriers include lack of empowering leadership and recognition thereof, lack of monetary fairness, lack of trust, and lack of expressive ties being grouped into organizational and individual barriers for knowledge creation in SMEs. Based on these, a proposed model and four further propositions for future studies are presented, since the findings of our study are based on limited sampling. This model can be a starting point for future research. [ABSTRACT FROM AUTHOR]

How knowledge is shared by organizational members plays an essential and central role in the success of their organizations. We should remember that those taking part in the knowledge sharing process also benefit from it. Middle managers after playing a significant role in the vertical communication their organization influence the knowledge sharing process within their organization as well. Our paper makes an attempt to present those organizational characteristics of middle manager's organizations that result in differences in their maturity of knowledge sharing. The method and results of revealing these differences are introduced in this paper. Since 2007 an empirical survey has been conducted during which 400 middle managers working at medium- and large-sized enterprises in Hungary have been investigated by a questionnaire. The answers of this survey have been analysed first using decision tree than using analysis of variance or post hoc test. Our paper presents one of the elements of middle managers' maturity of knowledge sharing which is the availability among middle managers and their subordinates. According to our research availability is the time and willingness of a person to find the time to help other colleagues when they ask for help. The investigated organizational characteristics are the type, the activity and the customer claims fulfilled by the middle managers' organizations. Findings of the research have indicated that difference has be found in the availability among the middle managers and their subordinates who work at medium and large sized enterprises in Hungary on the basis of at least one of the organizational characteristics which are the type and the activity of the investigated organizations. [ABSTRACT FROM AUTHOR]

Knowledge is becoming is becoming an increasingly important factor of organizational competitiveness. The way knowledge is shared within the organization is essential and central not only to the success of the organization but also among those employee who share it, since those who take part in the knowledge sharing process also benefit from it. Since middle managers have an important position of within the organization and play a significant role in the process of knowledge sharing this paper has focused on the knowledge sharing of these middle managers in Hungary. A new method of how to measure middle managers' maturity of knowledge sharing is presented in this paper. Between 2007 and 2010 an empirical survey was conducted during which 400 middle managers working at medium- and large-sized enterprises in Hungary were investigated by a questionnaire. The answers of this survey have been analysed using Principal Component Analysis and four different components regarding the maturity of knowledge sharing have been identified. These four components are the availability among middle managers, the availability among the middle manager and subordinates, the usefulness of knowledge among middle managers and the usefulness of knowledge among the middle manager and subordinates. [ABSTRACT FROM AUTHOR]

What inspires employees especially managers working under top managers to share their knowledge within their organization at middle and large sized enterprises in Hungary? The authors, at the University of Pannonia, Department of Management in Hungary, have conducted an empirical survey, which intends to answer this question. Beyond studies focusing mainly on the regions of the USA, Japan and Western Europe, there is barely any research work focusing on knowledge sharing in the Central-Eastern European region, including Hungary as well, which increases the importance of this research. The purpose of this research was to reveal the factors which affect the maturity of knowledge sharing of these managers (for instance managers work in the field of HR, manufacturing, production, maintenance, logistics, finance, accountancy, controlling, commerce, supply, sale, marketing, project management and R&D) and to measure the role of these managers in the maturity of knowledge sharing. A questionnaire, which was based on our model, was used to conduct the survey since 2006 in Hungary and since 2008 in other Central-Eastern European countries such as Serbia and Bulgaria. According to our model one of the influencing factors of the maturity of knowledge sharing was revealed to be organizational culture. Our paper makes an attempt to compare the organization culture types of the investigated Hungarian managers before and during the crisis, and to analyze the effect of the dominant organization culture types on these managers' maturity of knowledge sharing before and during the crisis as well. [ABSTRACT FROM AUTHOR]

Why do people share their knowledge? Who and what inspires them to do it especially within organizations in Central-Eastern European countries? The authors, at the University of Pannonia, Department of Management in Hungary, have conducted an empirical survey, which has investigated the characteristic features of knowledge sharing of managers, working under top managers at medium- and large sized enterprises. Beyond studies focusing mainly on the regions of the USA, Japan and Western Europe, there is barely any research work focusing on knowledge sharing in Central-Eastern Europe. This increases the importance of this research. The aim of the research was to reveal the factors which affect the maturity of knowledge sharing of these managers and to measure the role of these managers in the maturity of knowledge sharing. Before showing the initial results of our survey which was conducted before the beginning of and during the economic crisis, our paper first presents the growing importance of knowledge sharing in these days by giving a brief description of knowledge and knowledge sharing. The central part of this paper makes an attempt to compare the results of two assumed influencing factors of our survey, and their effect on the maturity of knowledge sharing. [ABSTRACT FROM AUTHOR]