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This article describes research work which was directed towards providing the automotive industry with a practical methodology that translates the conceptual ideas of knowledge management (KM) into a working programme with defined objectives, using industry terminology. The research also developed a supporting analysis methodology that enables an effective analysis of the influences on employee activities when creating and sharing valuable corporate knowledge, that spans technical and cultural boundaries. This happens through identifying the factors that impact on defined KM metrics. The analysis identifies the key influencing factors within a working environment. The research benefits are felt when the ground‐level drivers of KM behaviour are improved through links to an appropriate KM strategy. KM strategy may emphasise organisational cultural changes or IT changes or both in an endeavour to improve innovation, reduce business costs and reduce time to market of new products. An industrial case study was undertaken to validate the research.

Numbers of worthy people are no doubt nursing themselves in the fond and foolish belief that when the Food Bill has received the Royal assent, and becomes law, the manufacture and sale of adulterated and sophisticated products will, to all intents and purposes, be suppressed, and that the Public Analyst and the Inspector will be able to report the existence of almost universal purity and virtue. This optimistic feeling will not be shared by the traders and manufacturers who have suffered from the effects of unfair and dishonest competition, nor by those whose knowledge and experience of the existing law enables them to gauge the probable value of the new one with some approach to accuracy. The measure has satisfied nobody, and can satisfy nobody but those whose nefarious practices it is intended to check, and who can fully appreciate the value, to them, of patchwork and superficial legislation. We have repeatedly pointed out that repressive legislation, however stringent and however well applied, can never give the public that which the public, in theory, should receive—namely, complete protection and adequate guarantee,—nor to the honest trader the full support and encouragement to which he is entitled. But, in spite of the defects and ineffectualities necessarily attaching to legislation of this nature, a strong Government could without much difficulty have produced a far more effective, and therefore more valuable law than that which, after so long an incubation, is to be added to the statute‐book.

During the late 1980s New Zealand, in common with a number of other nations, underwent a controversial restructuring of its public sector, including education. The radical nature of education reform was to be epitomised in the documents Administering for Excellence (the Picot report), and the Labour Government's official response, Tomorrow's Schools. The publication of these documents, however, tended to polarize New Zealand's education sector and the public at large into opposite and opposing camps. This paper aims to address these issues.

In producing a step‐by‐step analysis of the techniques of persuasion employed during a crucial period of New Zealand's educational history, it will be shown how many of the arguments presented during this time have continued to shape the way we view the educational reforms and their impact more than 20 years later.

It will be demonstrated that the nature and style of propaganda on both sides was highly sophisticated, expressly aimed at building a constituency that was either supportive or hostile to reform.

This paper is perhaps the first to critically examine the nature and role of propaganda in both promoting the educational reforms and in galvanizing resistance to them. In utilising the very considerable amount of hitherto un‐cited documentary material now available, this paper makes a major contribution to education policy research.

Research unveiled that interdisciplinary health-care teams are often found to be ineffective because of deprived team mechanisms. Considering effective team functioning, a leader’s non-cognitive abilities, knowledge-sharing behavior and the role of culture remain central concerns of health-care teams. This study aims to investigate how a leader’s emotional intelligence (EI) in a prevailing team culture can nurture the sharing of knowledge and enhance team EI that influences team performance.

The authors used multisource data representing a sample of 195 teams (735 respondents) to examine the hypothesized relationships by using the analytic strategy of partial least squares-structural equation modeling. This study bridged the methodological gap by using the repeated indicator approach that includes the reflective-formative second-order hierarchical latent variable model.

The results revealed a standpoint that leaders practicing the ability of EI influences team performance by understanding each other emotions in the leader–member relationship. Further, culture adds value and maps knowledge-sharing behavior which is tailored and beneficial for effective team outcomes.

This study provides valuable inputs by articulating uniquely modeled variables for health-care teams confronting high work demands. This study highlights that leaders' EI can enhance understanding of the emotions of the team and can exchange information by harnessing knowledge-sharing behavior amongst professionals.

This study provides a novel contribution by integrating leaders’ EI, knowledge-sharing behavior, the role of culture and team performance in a single framework. The integrated theoretical model sheds light on team working in the health-care setting and advances the understanding of a leader’s EI and team culture through mapping knowledge sharing particularly being central to enhancing team performance.