Purpose -Using information and communication technologies to deliver human resource services (also known as e-HRM) has become an important strategy for firms seeking to achieve a competitive advantage. A case-based study was carried out with the purpose of investigating how four of the most competitive Mexican firms are implementing their e-HRM strategy. Design/methodology/approach -Literature from e-HRM and human resource management in Latin America is reviewed and integrated. Four case studies developed in Mexican firms are depicted. Findings -Evidence suggests that, to fully understand the way e-HRM is used in firms from emerging economies, it is important to take into consideration local idiosyncrasies. Originality/value -This study integrates Latin American dimensions of HR management in the study of e-HRM, a budding research stream that is under-investigated in emerging countries.

Purpose The purpose of this paper is to identify those resources and capabilities that enable national award-winning organizations to generate value to their stakeholders and provide evidence to institutions holding business excellence model (BEM)-based programs of how dynamic capabilities theory can enhance excellence models. Design/methodology/approach Qualitative research based on systematic review and content analysis. Findings Empirical evidence supports that BEMs should consider the resource-based view and dynamic capabilities perspective as a basis for their continuous improvement. These theoretical perspectives consider resources and capabilities for the successful execution of the strategic plan and for a faster response to environmental changes through dynamic capabilities. Research limitations/implications The study is based on a systematic review and content analysis of evidence submitted by three national quality awards from Europe, Singapore and Mexico. This research should be extended to other national quality award companies, and their customers’ and suppliers’ insights should be considered. Practical implications Regardless of corporate sector, organizations must recognize that visionary leadership is vital to their management models; a strategic plan and competent staff to execute the model are also of great importance. In addition, institutions holding BEM-based programs should evaluate incorporating dimensions related to dynamic capabilities and emphasize those strongly related to national culture. Originality/value Few studies in the BEMs literature have conducted resources and capabilities analysis from a multi-country perspective.

Firms need to transform dramatically to maintain their operations and survive. The pandemic has shown how family businesses (FBs) are solving complex problems faster than non-family. They have demonstrated the flexibility to transform and adapt because of their closeness to the firm’s processes and management and their social network inside and outside organizations that allow them to respond quickly to market needs based on a fast-making decisions process. FBs’ knowledge, which is embedded in their values, making decisions process, and remaining for generations, requires resilient and robust management. The relationship between family values and FB management differentiates by their complexity and generational aspect. These relations demonstrate that personal values can influence professionalization, succession, and innovation processes. In this regard, there is a lack of research to understand the findings, practices, and processes associated with managing the knowledge flows through which FBs execute innovation strategies and to build on professionalization and succession capabilities that could provide different avenues of innovation and adaptation for dealing with turbulent and uncertain times. This editorial intends to provoke discussion on what we know about family businesses and how they face different challenges in a complex world to survive. FBs must develop adaptive strategies and strengthen crucial processes to generate a competitive and sustainable advantage. Knowledge management provides models and tools to reinforce tacit knowledge management’s relevance in the professionalization and succession processes. Knowledge management becomes critical in an era in which uncertainty seems to be permanent.

Purpose – The purpose of this paper is to identify those organizational and personal elements that enable not-for-profit organizations (NPOs) to generate and transfer knowledge. NPOs are under pressure to use their financial and human resources efficiently, and to improve their activities and services constantly. Knowledge management as a strategy would ensure NPOs’ sustainability and rapid adaptation to dynamic environments. Design/methodology/approach – A qualitative study based on interviews, documents and questionnaires was conducted in 28 Mexican NPOs. Findings – Three main findings were identified: First, Mexican NPOs generate knowledge through courses and seminars based on volunteers’ personal motivation and organizational culture. Second, informal communication media are widely utilized to transfer organizational knowledge. Third, personal commitment to the organization’s mission and trust in their colleagues’ social actions are crucial for knowledge transfer effectiveness, rather than organizational elements. Research limitations/implications – Results scope of this study is limited to the NPOs under study. The findings expose some highlights for knowledge management process in NPOs in Mexico which would be tested in further research. Practical implications – Contrary to knowledge management in profit organizations, NPOs must recognize that personal motivation, commitment and trust in organization’s mission and social actions are crucial rather than organizational culture and top management support. Social implications – NPOs must convert their tacit knowledge to explicit knowledge, which allows NPOs to be transparent and effective, and to have access to more funding opportunities and to replicate their best practices throughout the organization. Originality/value – There are only few studies of knowledge management processes in NPOs. Some considerations have to be done with respect to personal motivation, commitment and trust, as well as organizational elements.

PurposeThe purpose of this paper is to examine the generation and transfer of knowledge in information technology‐related small and medium enterprises (SMEs).Design/methodology/approachBased on a survey of 105 employees from 30 organizations in Barcelona, Spain, the authors use a structural equation approach to validate the conceptual model.FindingsPersonal motivation and the opportunity to learn from other employees are critical to generate knowledge. The attitudes and abilities of those who take part in the transfer process are also relevant, and this is especially true in cases when knowledge is highly tacit. Personal development is one example of knowledge‐based organizational and social development.Practical implicationsThe results point to the importance of the roles of managers and employees as bearers of initiative, voluntary effort and commitment. At the same time, they suggest that the firm's strategic planning process should include the knowledge to be transferred.Originality/valueTwo phases of knowledge management are studied, generation and transfer in IT‐related SMEs, and this study demonstrates how these processes are relevant.