Purpose -This paper presents results from a large comprehensive global survey of knowledge management (KM). The question that this paper looks to answer is how a KM strategy can be developed that will enable its successful management in organisations of many sectors and sizes. In light of the observed developments since the previous knowledge management surveys, the purpose of this paper is to redefine the KM function, and how it should be performed. Design/methodology/approach -The research instrument was a global online hosted survey answered by nearly 700 participants. Hypotheses on the KM management process in contemporary organisations, emphasising the importance of strategy, cover this work. These hypotheses are tested by a set of questions and supported by the survey responses. Findings -It is demonstrated that in many organisations technology has failed to have much impact on the way knowledge is transferred and shared. Research limitations/implications -It should be noted that no control was made over the participants to the survey and no stratification of sampling was made. This means that the results are based on breadth as opposed to depth. Originality/value -Due to the breadth and depth of this survey, the results reported here provide a global snapshot of how knowledge is currently being managed across nations, organisations and various forms of KM function. The findings should be of great use to both practitioners and academics.

Using self-perception of leadership skills (SPLS) instrument, constructed from Leader Practice Inventory (LPI) and Moral Competence Inventory (MCI) and validated with a pilot study (N=20), we conducted a randomized pretest-posttest control group study for a period of 12 weeks in a laboratory setting to learn the effect of mindfulness meditation (MM) in its secularized Vipassana form on senior managers (N=64) selected from a sampling frame of companies registered in London. The effect was measured on five components of leadership: leader as a role model, inspiring a shared vision, demonstrating moral intelligence, enabling others to act, and encouraging the heart/motivating, individually and collectively as a bundle. We found that meditation statistically significantly enhanced participants' self-perception of leadership skills as a bundle of all five skills, and the individual skills of inspiring a shared vision, demonstrating moral intelligence, and encouraging the heart/motivating. However, meditation did not statistically significantly enhance participants' skills as a role model and enabling others to act. Complete analyses with directions for further research are provided.A large number of studies document psychological and physiological benefits of practicing meditation or mindfulness meditation (MM) (see, for example, Kabat-Zinn et al. (1998), Gallantino et al, (2005), Anderson et al., (2008), andChan andWoollacott, (2007)). Researchers link it to relief from anxiety, depression, and pain (Goyal, et al, 2014), stress reduction 1 To not exceed the page limit of 40, following the advice of the Division Chair, we have cut out some references.Readers may ask the corresponding author to receive those references. McLaughlin, 2005), increased concentration (Goleman, 1998), higher emotional intelligence (EI) (Goleman, 1995(Goleman, , 2003Davidson et al, 2003;Lutz et al, 2004; Walsh Shapiro, 2006), improved consciousness (McLaughlin, 2005;McCollum, 1999;Harung et al., 1995) There have also been several studies that show the benefit of MM to cognitive processes that impact task performance. According to Ellis and Ashbrook (1988) MM teaches one to disengage from a negative stimulus and return to more effective cognitive function for task at hand. It has been known that MM allows one to psychologically distance oneself from one's feelings, bringing one to a balanced emotional state (Kabat-Zinn, 1990). Brown and Ryan (2003) show that those who practice MM have higher concordance between implicit and explicit emotional states. Hayes and Wilson (2003) find that it promotes behavioral flexibility due to a decentered perspective which casts subjective experiences as transient and not as permanent outcomes of the self (Teasdale, 1999; Teasdale et al., 1995). Ortner, Kilner & Zelazo (2007) conducted studies that show that MM reduced emotional interference from unpleasant events, effectively prolonging reactivity to negative emotional stimuli. Tamwatin, Hlupic and Amar (2013) conducted empirical experiments linkin...

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