Creating Sustainable Organizations through Knowledge Sharing and Organizational Agility: Empirical Evidence from China

This study explores the relationships among knowledge sharing, adaptability, and performance, and furthermore seeks to address a gap in the existing literature on how those relationships may vary between organizational sectors. Economic sustainability for firms of all sizes and sectors is likely to depend to a large extent on the creation of a sustainable organizational culture built on collaboration, innovation, and adaptability. The importance of knowledge management in developing sustainable and higher functioning organizations is well accepted in the literature. Likewise, the ability of organizations to realize competitive advantage by adapting and responding in a timely manner to changes in the landscape is well supported. Building on previous research, this study further examines how organizations in different sectors may experience that interaction differently. Based on data gathered through 720 online surveys and subjected to empirical analysis, the findings suggest that work groups that are more agile can more readily realize the benefits of a knowledge sharing organization culture. Further, in contrast to the main body of existing literature, the findings indicate that there is little difference in these benefits among organizations operating in different sectors, notably, within the context of mainland China. These findings may be of interest to those with an interest in knowledge sharing, organizational agility, organizational behavior, sustainable organizations, collectivistic cultures, to practitioners with an interest in developing higher functioning organizations, and to social scientists in related research areas such as cultural studies and psychology.

Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

The Populations' Resilience Toward the Policymaking Discrepancies in the Pandemic Covid-19 Period

The world is in the midst of a crisis unlike any other in recent memory. COVID-19 is a pandemic that is urgent, global in scope, and has huge consequences. The policy sciences provide insights into unfolding trends, and this article uses the lessons of the literature to better understanding the policymaking shifts and population acceptability of COVID-19. The author attempts to investigate how policymakers' emotions and narratives affect policy decisions and form policymaker-population relationships. The author addresses policymaking processes, transitions, interpretations of policy responses, policy implementation through multilateral topics and evaluating policy progress and failure. Trust is linked to cultural norms, values, and faiths in policy literature, and it is seen as a component of key social and economic policy outcomes. The author ends by identifying understudied facets of policymaking that need to be addressed during pandemics.