Purpose This study aims to analyze the relationship between workplace ostracism and knowledge hoarding. The study also proposes a mediational role of organizational climate in the relationship between workplace ostracism and knowledge hoarding. Design/methodology/approach The procedure used in the study is a systematic literature review covering workplace ostracism, knowledge hoarding and organizational climate from 1986 to 2021. The studies were explored using keyword searches such as “Workplace ostracism”, “Knowledge hoarding” and “Organizational climate” from the selected databases, namely, Scopus, Web of Science and Google Scholar. Findings The systematic review of 146 articles found most studies suggesting that workplace ostracism affects employees’ personal and professional relationships and is a precursor to knowledge hoarding behaviours. The workplace ostracism–knowledge hoarding relationship has a logical explanation as knowledge hoarding is often perceived as counter-normative, which can reduce the performance of a hoarder, leading to behaviours such as ostracism and expulsion. The review proposes that organizational climate plays a significant role in improving the workplace ostracism and knowledge hoarding relationship. The study introduces some fundamental propositions towards the development of a model for future research. Originality/value The study attempts to uncover a series of relationships between workplace ostracism, knowledge hoarding and organizational climate, which may enhance academic discussion and offer clarity to the conceptualization of these two fields.

Knowledge management becomes even more important during turbulent times, such as during a pandemic, as organizations face unprecedented challenges and uncertainties. The rapid spread of the virus and the need for social distancing have disrupted traditional ways of working, requiring organizations to quickly adapt and find new ways to collaborate and communicate. In this context, effective knowledge management can help organizations respond to the crisis by facilitating the sharing of information and best practices, enabling remote collaboration and communication, supporting decision-making and maintaining business continuity by identifying and addressing potential risks.The special issue, Role of Knowledge Management in Turbulent Times, contains eight papers that discuss the research output on how various aspects of knowledge management play a vital role in turbulent times. By investing in knowledge management, organizations can better navigate the challenges of turbulence and emerge stronger in the aftermath.This special issue on knowledge management during times of crisis and business turbulence aimed to bring together researchers and practitioners from various fields to discuss the challenges and potential solutions for effectively managing and using knowledge in times of uncertainty and change. The goal was to provide a platform for sharing insights and perspectives based on current research and practical experience in this area. The focus was on identifying strategies and best practices for effectively navigating crises and maintaining organizational performance and resilience in the face of challenges such as economic downturns, natural disasters and other disruptions. The special issue also sought to explore the role of technology and other tools in supporting knowledge management efforts during times of crisis and to consider the ethical and societal implications of these efforts. Overall, the goal of the special issue was to contribute to a deeper understanding of the challenges and opportunities presented by knowledge management in times of crisis and to provide valuable insights and guidance for researchers, practitioners and policymakers seeking to address these challenges.Digitization can play a key role in helping organizations to manage knowledge and continue operations during a crisis like a pandemic. Digitization allows for the creation and storage of electronic documents and other digital assets which, in turn, facilitate the creation of a knowledge-sharing culture. Digitization also enables organizations to leverage technology to automate various knowledge management processes. Strong leadership support for knowledge management practices is essential for building sustainable knowledge management in organizations. This includes providing resources and support for employees to engage in knowledge sharing, as well as promoting a culture of continuous learning and innovation. The first paper in this special issue entitled "'The old order Changeth!' Building sustainable knowledge management post CO...