In the paper "A Strategy for Capturing and Disseminating Knowledge Assets Using Cloud Computing Technologies: Implementation Lessons from a Mexican SME", Luis Guillermo Cordova-Castillo, Alonso Perez-Soltero, Jose Luis Ochoa-Hernandez and Mario Barcelo-Valenzuela have proposed a strategy for SMEs to capture and disseminate knowledge assets with the help of technologies based on cloud computing. They developed and implemented the strategy in a Mexican SME in order to create a cloud-based technology platform to meet the business needs. The strategy consists of two main phases: capture of knowledge assets and dissemination of knowledge assets. The aim behind the adoption of cloud computing technologies by Mexican companies is reduction in costs and increase in efficiency, accessibility and flexibility. The first phase of the proposed strategy consists of three activities: establish a documentation code system, make a map of document records, and process the information; whereas the second phase consists of two activities: analyze the available tools, and implement the necessary requirements for the use of space or platform. The strategy is intended to benefit organizations in configuration or redesign of any process, product, competence or skill and preserving and ensuring standardized documents and up-to-date and real-time information. The authors report that the results led to proper identification and conservation of knowledge assets, efficient assignments of works and responsibilities, evaluation of performance of staff and standardization of processes and decision making.

The acquired knowledge should be used and preserved properly. Retention of valuable and usable knowledge is very important for organizations. Such knowledge can be used at any time in future to maintain business efficiency by improving processes and products and filling any operational gaps. Mary Basaasa Muhenda and Elizabeth Kawuma Lwanga, in their paper, "Knowledge Retention Practices Among Administrative Staff: How Equipped Are Public Universities in Uganda?", present their analysis of knowledge retention practices among the administrative staff in higher education institutions in Uganda. They collected data from the administrative staff of five selected public universities to examine the existence of any practices to retain knowledge in terms of acquisition, sharing, HR processes, recovery and retrieval with information technology. They carried out their research based on 18 factors. Based on the analysis of data, the authors have reported lower levels of knowledge retention practices, absence of policies and clear guidelines and inadequate management support to enhance knowledge transformation practices among the staff. In view of these observations, the authors have made some recommendations and also presented a framework for knowledge retention strategy.

Computer-mediated communication on a real-time basis can enhance knowledge and also impart learning experience. Mobile devices and computer systems equipped with video conferencing apps and tools are found very helpful during the Covid-19 pandemic. Students across the world, from lower to higher levels of education and from different types of educational institutions, took the support of those sources to continue their education during the pandemic period. Malla Praveen Bhasa, in his paper, "Technology-Intermediated Learning Engagement in Uzbek Universities: Who Did Better During Covid Times - Private or Public Universities?", has examined online learning engagement and the satisfaction levels of undergraduate and graduate students from both public and private universities in Uzbekistan. With the help of a questionnaire consisting of 45 items, the author has attempted to assess the readiness of the institution and the faculty to migrate to online teaching, technology competence of faculty to engage students in online environment, and facilitation capabilities of the institution. Based on the analysis of data, the author has reported higher satisfaction levels among students of private universities when compared to public universities.

Innovations in process, procedures and products set organizations apart from others in their business. In the paper "Sustainability and Innovation: Keys to Competitiveness", Magdolna Csath has highlighted the issue of poor performance of the European Union (EU) as far as innovation, digitalization and competitiveness are concerned. According to the authors, in the absence of intangibles like proper knowledge that can be derived from research and development, data, training and business process improvements, investments made on machinery, buildings and other tangibles could not deliver the intended growth in productivity. The author collected data related to different indicators like investments made on both tangibles and intangibles, energy intensity, digitalization, population and education in EU countries. The data was correlated and analyzed further to draw important insights. It is reported that modernization of backward industrial structure is possible through building local talents and startup ecosystems. The paper also highlights the significance of growth in efficiency, innovation and less energy-dependence.

Organizational learning can help enhance the performance of employees in an organization. Suman Baxla and Rohita Kumar Mishra, in their paper, "The Role of Innovation in the Relationship Between Organizational Learning and Performance in Rourkela Steel Plant", have investigated the relationship between organizational learning and performance, and the impact of innovation on that relationship. They interviewed executives and managers of Rourkela Steel Plant in India and collected data for analysis using statistical techniques like factor analysis, regression and correlation. They considered organizational learning and performance as independent variables and role of innovation as dependent variable. They found that innovation significantly influences organizational learning and performance, and that growth in organizational learning and focus on its capabilities can increase organizational creativity and performance.