New Frontiers in Agentic AI, Knowledge Management for Strategic Forecasting in Learning Organizations

Mini Track Chair: Brenda van Wyk, University of Pretoria, South Africa

Learning organizations cultivate a culture in which individuals openly share information, reflect on practices, experiment with new ideas, and collaboratively solve problems. With the rapid advancement of AI, the complexities and transformations within these environments demand careful exploration. Agentic AI plays a critical role in strategic forecasting by identifying complex patterns, continuously learning, and adapting to changing conditions. These AI agents enhance forecast accuracy by integrating diverse data sources—including social media sentiment, economic indicators, weather, and live sales data—enabling more responsive and dynamic predictions. Their capabilities help reduce human bias, support scenario planning, and facilitate proactive decision-making across domains such as supply chain management, finance, and weather forecasting.

While AI can significantly improve knowledge flows, analysis, and decision-making, several risks may challenge authentic organizational learning. Questions arise around how learning organizations adapt to novel innovations and how they ensure that learning remains genuine and effective. This mini track provides a platform to explore the integration of agentic AI with knowledge management in learning organizations, emphasizing both opportunities and challenges in enhancing strategic foresight.

Suggested topics include, but are not limited to:

• Achieving organizational maturity in the age of AI
• AI, forecasting, and complexities in learning organizations
• Using agentic AI to derive intelligence
• Knowledge management and research intelligence in tertiary organizations/universities
• Balancing AI innovation, opacity, and AI overdependence in organizations

Knowledge Management and Succession Planning in Family Business: Theory and Practices

Mini Track Chairs: Anna Maria Melina University of Messina (Italy), Marzia Ventura, Magna Græcia University of Catanzaro (Italy), Walter Vesperi.  University of Palermo (Italy)

Scholars and practitioners have long recognized knowledge as the most important resource in organizational processes, leading to an extensive and consolidated body of literature on strategic knowledge management (KM). In this context, enabling the creation, storage, transfer, and application of knowledge becomes essential for the survival and long-term success of organizations. Family businesses, which represent a foundational pillar of economies worldwide, embody a distinctive blend of ownership, governance, and identity. Their long-term orientation and deeply embedded values make them unique environments for the development and transmission of knowledge.

However, family businesses face significant challenges, particularly regarding succession processes and intergenerational transitions. The ability to retain and share both tacit and explicit knowledge across generations often determines their long-term sustainability and competitiveness. This mini track aims to explore how Knowledge Management (KM) practices and tools can support effective succession processes, strategic renewal, and innovation in family businesses. It further seeks to examine how KM can enable continuity, strengthen generational handovers, and reinforce organizational resilience within family firms.

Suggested topics include, but are not limited to:

• Mechanisms of knowledge transfer between generations
• The role of trust, identity, and emotional ownership in KM processes
• Strategies, approaches, tactics, and mechanisms of knowledge for generational succession
• Digital transformation and its impact on knowledge continuity
• KM failures and success stories in family firms
• The intersection of family values, social capital, and entrepreneurial orientation

The Impacts of Generative AI on Individual, Group, and Organizational Knowledge Management

Mini Track Chairs: Dr. Gang Liu, Business School, Shenzhen Technology University Prof. Jacky F. L. Hong, Faculty of Business Administration, University of Macau

Generative artificial intelligence (GenAI) has revolutionized the manner in which individuals engage with knowledge management (KM) processes—encompassing knowledge creation, acquisition, sharing, transfer, and retention. The incorporation of GenAI technologies, such as ChatGPT, Auto-GPT, Grok-1, and DeepSeek, into KM activities and organizational practices is becoming a subject of increasing interest. Nevertheless, the question of how GenAI and KM can be systematically integrated to optimize value in both theoretical and practical contexts remains unresolved.

A number of emerging research topics in this domain warrant further scholarly investigation. These include, but are not limited to: the nature of the relationship between GenAI and KM; the dynamics of human–AI collaboration; the potential of GenAI to enhance KM efficiency and human performance; the limitations and barriers associated with GenAI adoption in KM settings; the tangible benefits for organizations and individuals utilizing GenAI; and future directions for KM in the era of GenAI. Accordingly, this mini-track aims to provide a platform for researchers to explore the transformations and impacts introduced by GenAI on knowledge management at the individual, group, and organizational levels. Suggested topics include, but are not limited to:

• The relationship between humans and GenAI
• GenAI, individual KM, and job performance/creativity/decision-making
• GenAI, KM, and group/organizational performance
• GenAI and knowledge creation/sharing/transfer
• GenAI and individual/organizational learning
• Privacy, information security, and ethical issues of GenAI in KM
• GenAI and KM in different cultural contexts

Reclaiming Organizational Knowledge in an Age of Post-Truth Disruption

Mini Track Chair: Prof. Dr. Mustafa SAĞSAN, European University of Lefke

In today’s world, organizations face a serious challenge: information spreads faster than ever, but not all of it is reliable. This situation, often called the post-truth era, makes it harder for employees, leaders and institutions to understand what is true, what is useful, and what should guide their decisions. Because of this, leveraging organizational knowledge has become more important and more complex than before.

In this mini track, we will explore how organizations can build stronger systems to create, share and protect knowledge. We will discuss why it is no longer enough to simply store information in databases or documents. Instead, organizations must develop a learning platform with the new type of leadership structure, where people question sources, check facts, and compare different viewpoints. This helps reduce the risk of misinformation, confusion and poor decisions.

We will also look at how digital technologies change the way knowledge is produced. New platforms, virtual environments and fast communication channels offer many opportunities, but they also increase the amount of unfiltered information. Participants will learn strategies for balancing speed with accuracy, and how to design workflows that support clear and trustworthy knowledge practices.

Another key theme will be the human side of knowledge. In the post-truth era, emotions, beliefs, and personal experiences strongly influence how people interpret information. For this reason, organizations must encourage open communication, psychological safety, and constructive dialogue. When employees trust each other, they can share knowledge more freely and challenge misleading claims without fear.

By the end of this track, participants will understand how to strengthen knowledge processes, support critical thinking, and create organizational environments that remain stable, innovative, and reliable—even when external information is uncertain or misleading.

Suggested topics include, but are not limited to:

• Knowledge Management Reality in the Metaverse
• Knowledge Assets in Organizational Innovation & Creativity
• Cases for Agile Knowledge Management Projects in the Digital Divide
• Leadership Structure in Knowledge-based Organizations
• Measuring Intellectual Capital in the Metamodernist Age
• Creating an Interorganizational Learning Platform
• Testing Knowledge Accuracy in the Post-truth Era