{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,5]],"date-time":"2026-06-05T10:38:46Z","timestamp":1780655926332,"version":"3.54.1"},"reference-count":79,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2025,3,27]],"date-time":"2025-03-27T00:00:00Z","timestamp":1743033600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2025,4,30]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>This study aims to investigate how fashion companies can enhance their knowledge sharing to achieve value co-creation through digital transformation.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>This research establishes a theoretical framework to explore how the fashion industry can promote value co-creation. Using this outlier knowledge management framework, it conducts exploratory single-case studies to analyze successful instances of digital transformation within fashion enterprises. In this manner, it examines processes of outlier knowledge sharing and their impact on value co-creation.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The research identifies the process of digital transformation and value co-creation in fashion enterprises as an iterative spiral evolution. From case analyses, four propositions emerge. (1) Data resource capabilities positively influence value co-creation. (2) Platform integration capabilities enhance data resource sharing. (3) Outlier knowledge sharing mediates the relationship between data resource capabilities and value co-creation. (4) The effectiveness of platform integration capabilities, data resource capabilities and value co-creation is moderated by the concealment and disruptive effects of outlier knowledge.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>This study highlights the mediating role of outlier knowledge management in digital transformation and value co-creation. It demonstrates that all employees must engage in value co-creation and continuous creation of unique knowledge to encourage sustainable development in the fashion industry. The findings provide significant managerial insights for driving digital transformation.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-08-2024-0950","type":"journal-article","created":{"date-parts":[[2025,3,26]],"date-time":"2025-03-26T01:49:25Z","timestamp":1742953765000},"page":"1412-1445","source":"Crossref","is-referenced-by-count":5,"title":["Hiding and destroying outlier knowledge on digital transformation and value co-creation: impacts and insights from the fashion industry"],"prefix":"10.1108","volume":"29","author":[{"given":"Huosong","family":"Xia","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Xinyu","family":"Wang","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Justin Zuopeng","family":"Zhang","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Veda C.","family":"Storey","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Nakul","family":"Gupta","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2025,3,27]]},"reference":[{"issue":"3","key":"key2025042809343355900_ref001","doi-asserted-by":"crossref","first-page":"228","DOI":"10.1002\/sej.1256","article-title":"Value creation through novel resource configurations in a digitally enabled world","volume":"11","year":"2017","journal-title":"Strategic Entrepreneurship Journal"},{"issue":"6\/7","key":"key2025042809343355900_ref002","first-page":"493","article-title":"Value creation in E-Business","volume":"22","year":"2001","journal-title":"Strategic Management Journal"},{"key":"key2025042809343355900_ref003","doi-asserted-by":"crossref","first-page":"146","DOI":"10.1016\/j.obhdp.2016.08.003","article-title":"Knowledge transfer in organizations: the roles of members, tasks, tools, and networks","volume":"136","year":"2016","journal-title":"Organizational Behavior and Human Decision Processes"},{"issue":"4","key":"key2025042809343355900_ref444","doi-asserted-by":"crossref","first-page":"585","DOI":"10.2307\/25148656","article-title":"An empirical investigation of net-enabled business value","volume":"28","year":"2004","journal-title":"MIS Quarterly"},{"issue":"1","key":"key2025042809343355900_ref004","doi-asserted-by":"crossref","first-page":"128","DOI":"10.1002\/sej.1483","article-title":"Upgrading adaptation: how digital transformation promotes organizational resilience","volume":"18","year":"2024","journal-title":"Strategic Entrepreneurship Journal"},{"issue":"6","key":"key2025042809343355900_ref005","doi-asserted-by":"publisher","first-page":"1632","DOI":"10.1108\/jkm-05-2023-0431","article-title":"Does political skill promote knowledge hiding? 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