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The feasibility of process mining combined with simulation techniques in estimating the effectiveness of COVID-19 prevention strategies on infection and mortality trends to determine best practices is assessed in this study. The quarantine event log is built from the CUSP (the COVID-19 US State Policy) database, where the dates of implemented social policies in the USA to respond to the COVID-19 pandemic are documented.

COVID-19 is a highly infectious disease leading to a very high death toll worldwide. In most countries, the governments have resorted to a series of drastic strategies to prevent the outbreak by restricting the activities and movement among their population for a predefined time. Heretofore, different approaches have been published to estimate quarantine strategies and the majority signify the positive effect on managing this pandemic. Notably, the process perspective of COVID-19 datasets is of less concern among researchers. The purpose of this paper is to exploit the process mining techniques to model and analyze the quarantine implementation processes.

The discovered process model has 51 process variants for 51 cases (states), which indicate the quarantine activities were executed in different orders and periods during the pandemic. The time interval analysis between activities reveals the states with the most extended quarantine periods. These primary process mining insights are applied to define scenarios and variables of an agent-based model. The simulation findings indicate a meaningful relation between enforcing quarantine strategies and a declining trend of infection by 90% in the case of following strict quarantine and mask mandates. It is observed that in the post-quarantine period, the disease repeats its ascending trend unless implementation of different intervention strategies likes vaccination.

This study is the first in introducing process mining techniques in analyzing the COVID-19 quarantine strategies impact. The findings provide valuable insights for policymakers to proper control strategies and the process mining research community in expanding more process-related analysis on this pandemic. Also, the results have broad implications for research in other fields like information science to estimate the impact of quarantine strategies on process patterns in library systems.

The objective of this paper is to develop a model for planning and establishment of knowledge management (KM) strategy in one of the Iranian Sub‐stream Aerospace Industries Organization to improve company's performance.

This research tries to use multi‐method approach by integrating balanced score card, which is a renowned strategic management approach, and Nonaka and colleagues' knowledge creation process (socialization, externalization, combination, and internalization model), which is a well‐known knowledge creation and conversion model, being adopted as the foundations of strategic knowledge management model (SKMM).

The analytical approach identifies eight issues as critical success factors of the knowledge strategy map in this case study. The overall results from the case study are positive as well, thus reflecting the appropriateness of the suggested SKMM model.

SKMM can be used to help forward the plan, establishment and evaluation of KM strategies and initiatives. This helps to ensure that the essential issues are covered during design and implementation phases of KM strategies.

This paper further provides an integrated perspective of KM metrics in high‐tech industries including the aerospace industry. It gives valuable information and guidelines that hopefully will help leaders to consider important issues during performance measurement of KM strategies in organizations.

This paper seeks to develop a model for risk management of knowledge loss in a project‐based organization in Iran.

This study uses a multi‐stage research approach. In the first stage, existing practices are examined to develop a model for risk management of knowledge loss. In the second stage, the model is evaluated by testing it in a case study. The methods integrated as the foundations of the Integrated KM and RM model are: the PMBOK risk management (RM) approach, the Fraunhofer IPK knowledge management (KM) model, and the TVA knowledge risk assessment framework.

The analytical approach includes a six‐step integrated model that manages the risk of critical knowledge in the case study. The results show that, after a year of implementing the model, the job positions facing knowledge loss were reduced by 88 percent.

The integrated KM and RM model can be used to assist the planning, establishment and evaluation of knowledge loss in projects. This helps to ensure that key issues regarding knowledge loss are covered during the planning and implementation phases of project management.

This study provides an integrated perspective of KM in project‐based organizations. It offers valuable guidelines that can help decision makers consider key issues during a risk assessment of knowledge factors in project management. Outputs of this model can prepare an extensive assessment report about the risk of knowledge loss in a project‐based organization with suggestions for preservation plans to mitigate its effects.

The main aim of this paper is to study the effects of organizational culture on environmental responsiveness capability (ERC), both directly and through the mediation of knowledge management (KM) in selected Iranian Industrial Research Organizations (IIRO). Furthermore, the effects of four types of organizational culture on ERC and KM in the target population are compared.

Relationships between the ERC, KM and organizational culture are considered using survey data through the structural equation modelling approach. Five-point Likert questionnaire has been used as a tool for measuring variables. The authors sample includes 276 members of 13 selected target organizations whose names are not mentioned due to prior agreement.

Results show that organizational culture has a positive and significant relationship with ERC, both directly and indirectly through the mediation of KM. Additionally, compared with other types of organizational cultures, innovativeness culture has the highest correlation with ERC, both directly and through KM as a mediating variable. Furthermore, cooperativeness culture has a direct significant relationship with ERC, whereas consistency and effectiveness cultures indirectly have significant and positive relationships with ERC through KM. Therefore, results of this research provide appropriate evidence that ERC can be affected directly by innovativeness culture and KM.

The advantage of this paper compared to other related research is to study on ERC based on cultural and knowledge-related variables. Hence, it can extend the literature of ERC, and it can be useful for the managers who are dealing with industrial research company.