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The purpose of this paper is to empirically test the joint impact of trust, technology diffusion and organisational capacity on collaboration and investigate the effect of the interaction among them on business performance.

A conceptual model is formulated to achieve the study’s purpose. The research employs quantitative methodology to test the validity of the model. Pilot interviews were used to select applicable attribute for each of the model’s constructs and to revise the survey questionnaire. The survey is addressed to CEOs and senior managers of 500 electrical product manufacturers in Wenzhou province, China. The questionnaire covers 20 attributes of the model’s constructs, which are measured on a seven-point scale. A structured equation modelling software known as AMOS is used to analyse data.

Results indicate that trust is an antecedent factor for successful collaboration, but not as a factor directly affecting business performance. However, the research shows that collaboration plays a full mediator between trust and business performance. The empirical evidence from this research implied that technology diffusion do not translate properly into collaboration and the organisations do not give adequate attention to the process performance in making collaboration with partners. In addition, the electrical Chinese organisations do not consider that the commitments of their partners exceed the expectations.

This research limits investigation in China only and considers one type of industry, that is, the manufacturers of small products.

The conceptual model can be used as an audit tool for evaluating the effect of collaboration on business performance. Thus, managers could recognise weak attributes and plan for improvement.

This study provides new measurement instrument for evaluating the joint impact of collaboration, technology diffusion, trust and organisational capacity on business performance.

Disruption considerably prolongs session times for surgery, affects the quality of patient care, and prolongs waiting lists. In addition, there is a strong relationship between disruption and surgical error. This research aims to provide a platform for healthcare services to identify the sources of preventable disruption affecting operative time within the perioperative process and to effectively reduce it.

Events inside and outside operating rooms that disturb the operative time were recorded for 31 elective surgeries over the period of five months. Disruption events were classified according to the hospital's requirements and the findings were reviewed by the surgical teams. Lean thinking approaches were used to achieve the purpose of this study.

Preventable disruption caused an increase in surgical time of approximately 25 per cent. Preventable disruption consisted of poor information flow, failure to follow concepts of methods study, lack of communication and lack of coordination. Coordination failures were the main reason for disruption followed by the lack of following the principles of motion economy.

Surgical disruption has substantial financial implications for hospitals. This research indicates that it is possible to reduce operative time considerably by eliminating preventable disruption. Such additional time could be utilised to deal with the pressure of emergency cases, reduce the waiting lists for elective surgery, increase operating room utilisation, and reduce medical errors.

The purpose of this paper is to empirically investigate the effects of knowledge management (KM) enablers on KM processes in research universities and testing the direct relation between KM processes and OP. This study also proposes to examine the mediating role of intellectual capital (IC) and innovation in the relationship between KM processes and performance of universities.

Using a sample of 217 academic and administrative personnel from research universities of Pakistan, the hypothesized relationships were tested through partial least squares structural equation modeling technique.

The results reveal that KM enablers have a significant impact on KM processes. The results also indicate that KM processes influence organizational performance (OP) directly and indirectly through innovation and IC.

Findings of this study reinforce the corporate experience of KM and suggest how administrators of research universities and higher educational institutions can promote innovation and IC, which in turn enhance OP.

Despite the augmented importance of KM in higher education institutions or research universities, there is a dearth of studies that investigate the interplay of KM, innovation, IC and OP. This is one of the earliest studies that not only empirically investigate the interaction of KM enablers, KM processes and performance of research universities but also shed insights into the existing literature by simultaneously investigating mediating role of IC and innovation in the underlying relationship.

This study aims to help businesses cope with consumers' no-show behaviour from a multistage perspective. It specifically identifies no-show reasons at each stage of appointment services and proposes the corresponding coping strategies.

By focusing on an outpatient appointment service, we interviewed 921 no-show patients to extract no-show reasons, invited 18 hospital managers to propose coping strategies for these reasons using a Delphi method and evaluated the proposed strategies based on EDAS (Evaluation based on Distance from Average Solution).

The results reveal ten reasons for no-show behaviour (i.e. system service quality, overuse, did not know the appointment, self-judgment, forget, waiting time, lateness, uncontrollable problems, time conflict and service coordination), which have nine coping strategy themes (i.e. prepayment, system intelligence, target, subjective norm, system integration, ease of navigation, reminder, confirmation and cancellation). We classify the ten reasons and nine themes into scheduling, waiting and execution stages of an appointment service.

This study provides a package of coping strategies for no-show behaviour to deal with no-show reasons at each appointment service stage. It also extends the research in pre-service management through appointment services.

Constructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.

Using the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.

The outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.

The current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.

Although there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

Drawing on the knowledge-based view (KBV), the study investigates the impact of entrepreneurial leadership (EL) on knowledge management (KM) processes and further examines the mediating role of KM processes on the linkage between EL and project success (PS).

Survey data were collected from 304 project workers in software projects, and the proposed relationships were assessed through SMART-PLS structural equation modeling tool.

The study found a significant impact of EL on KM processes and PS. The analysis also revealed that KM processes significantly impact project success while EL impact PS indirectly through KM processes.

The relevancy of the research stems from the scarcity of research on EL, while studies on the role of leadership as a predictor of KM are significantly limited. Additionally, there is a scarcity of research on the impact of KM on project success. This is one of the earliest studies that investigate the inter-relationship among EL, KM processes and project success.

This research examines how knowledge management (KM) enablers, i.e. trust, knowledge-oriented leadership, environmental uncertainty and KM processes will impact knowledge worker productivity (KWP). Various formations of the KM enablers and KM processes are also examined within terms of their abilities to enhance KWP.

The research sample is taken from 248 faculty and administrators of Pakistan Higher Educational Institutes (HEIs). The relationships are tested via SmartPLS and fsQCA 3.0.

The results show that there are significant impacts of the KM enablers on KM processes and KWP. Constructed upon fuzzy qualitative comparative analysis (fsQCA), the outcomes exposed various combinations, which can be identified to enhance KWP.

The research supports to methodology by merging two methods to advance the understanding of institutional concerns about workers' productivity. The asymmetric method assists to distinguish the connections that might not be directly clear via traditional symmetric approaches. By uncovering asymmetric relationships, the study identifies a variety of approaches that can be used by HEIs to improve their KWP.

Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP.

Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths.

The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP.

There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.