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The purpose of this study is to contribute to empirical research on green innovation drivers. This paper analyzes the relationships between training, knowledge acquisition, green innovation and firm performance.

The analysis is carried out on a sample of 373 Spanish companies from a wide variety of sectors. This research has used the partial least squares (PLS) model to test the hypotheses.

It is found that green innovation and knowledge acquisition improve firm performance, and that knowledge acquisition has a mediating effect between training and green innovation.

The findings of this article indicate that green innovation allows the company to obtain benefits while reducing the negative environmental impact, then managers should bet on ecological innovation. This study also shows that there is an indirect effect of training on green innovation and, therefore, managers must invest in training as a mechanism to increase knowledge acquisition and, thus, green innovation.

This paper analyzes two research areas that have received little attention: the role of human resource management in green innovation and the relationship between a given driver and green innovation. In the first, it analyzes whether training increases green innovation, and in the second, it considers the effect of training on knowledge acquisition and on green innovation, specifically, it studies whether knowledge acquisition mediates the relationship between training and green innovation.

The purpose of this paper is to analyse the impact of the processes of orientation and empowerment and the transfer of information in the learning culture.

The first hypothesis predicts that information mediates the relationship between orientation and empowerment processes and learning culture and the second hypothesis suggests that organisational size moderates the relationships between constructs. The empirical work is conducted in the wine industry in Spain through a structural equation analysis, partial least squares.

The hypothesis of mediation is confirmed; however, the hypothesis about size moderation is not confirmed.

The importance of the transfer of information in the foundation of a learning culture is highlighted and, therefore, its importance in the development of learning in organisations, especially in building learning organisations.

This research contributes to the literature on learning in organisations by sharing not only the characteristics that identify a learning culture, but also the mechanisms or processes through which a learning culture can be developed.

The purpose of this paper is to obtain from paradox a novel lens to elucidate the connections between knowledge management (KM) and product development as a knowledge intensive process. By focusing on the “social side” of KM, it is proposed that different KM orientations can emerge as a result of higher or lower emphasis on both cultural and structural enablers. These KM orientations generate specific potential to manage the tension and paradox of managing both knowledge exploration and knowledge exploitation knowledge during product development.

Empirical evidence is provided by performing survey research with data collected from 80 product development projects developed in Spain.

Results show that product development efforts can show three different KM orientations that significantly differ in their results in terms of knowledge exploration and, specially, knowledge exploitation. Moreover, product development requires a symbiosis between both cultural and structural enablers to best manage the paradox of exploration and exploitation.

The measurement items used can realistically be thought of as only proxies for an underlying and latent phenomenon that is neither fully nor easily measurable. Together with it, replies from multiple respondents would have ruled out potential drawbacks.

This paper analyzes how organizations may use different knowledge management styles according to higher or lower emphasis on (1) techno‐structural initiatives for information processing, and (2) behavioral solutions for knowledge sharing by organizational members. As a consequence, the effects of these styles on learning capacity are also different. The empirical analysis of the present study found that knowledge management practices can be categorized into four styles: (1) passive, (2) behavioral, (3) techno‐structural, and (4) active. The active style, which implies superior management of both techno‐structural and behavioral tools of knowledge management has been the most effective in the development of learning capacity. In contrast, the passive style, which implies weak management of both kinds of knowledge management initiatives, results in lower learning capacity. Hence, this work focuses on suggesting and empirically testing a characteristic framework for how a set of knowledge management initiatives interact and influence learning capacity in organizations.

This paper aims to understand the association between organisational learning and leadership styles in the healthcare context.

A qualitative approach was applied in two continuous care units in the same Portuguese healthcare organisation (single case study). Data were obtained from a survey of 28 collaborators and an interview with its manager‐leader/general director. Documental analysis was also used.

The findings attested to the central role of organisational learning and leadership in organisational performance/effectiveness within healthcare organisations. Different levels of performance were identified in the organisation selected. The practical implications of findings are also discussed.

The study of a single case has been analysed, with the consequent disadvantage of not considering generalisation. For this reason, further research should be carried out to detect structural and cultural differences in healthcare organisations. On the other hand, most of the writing on organisational learning and leadership is conceptual, so this empirical study was important.

Despite the vast quantity of studies in the domain of leadership and organisational learning, very little work associates these two topics. Taking into account the relevance of these research topics for healthcare organisations, the findings give additional support to the argument that leadership plays an important role in instilling organisational learning in the healthcare sector.

The purpose of this paper is to analyze the effectiveness of one of the more widespread techniques for personnel development and training: coaching. This technique in the business context entails boosting of a manager's capabilities so as to improve business results through a combination of experience, knowledge, support and the motivation provided by advisers who specialize in business management.

To analyze the effectiveness of this innovative technique, the authors examined a sample of 40 small companies located in Ceuta (an autonomous Spanish city in North Africa) using a Wilcoxon‐Mann‐Whitney test. Participants were divided into two groups; in one group, an individualized audit process was conducted to obtain an actual picture of managerial practices (focusing on needs and corrective measures). In the other group, an advising process also complemented a coaching phase that was implemented to facilitate employee adoption of the proposed measures. Ultimately, differences between these two groups were found.

Results indicate that coaching substantially increases the level to which processes of improvement are established within organizations, consequently increasing the competitive capability.

The findings highlight the potential benefits of the use of coaching in the business context. Coaching facilitates the implementation of a set of improvement measures designed to increase business competitiveness, suggesting that this type of advising stands to be very beneficial for companies.

Practices that lead to the development of human capital in organizations are basic tools for managers that are becoming increasingly essential for achieving business efficiency and strategic change. The paper analyzes the implementation of coaching in the business arena, specifically in the case of managers, which is a novelty given the dearth of empirical research on coaching. Thus, the results of the paper provide the wider academic community with empirical evidence on how coaching is a profitable practice for improving human resource management.

This paper aims to focus on two basic dimensions of group work: cooperation and transfer of information. This paper has two objectives. The first objective is to analyse the effect of cooperation and transfer of information in group work according to employees’ perceptions of the Rioja wine industry. The second objective is to analyse the existence of significant differences in the perception of the basic dimensions of group work under different organisational contexts in the Rioja wine industry.

The participants in the study are 230 workers from the Rioja wine industry. The data is collected through a personal interview using a questionnaire. Hypotheses are tested by multiple regression analysis.

The results indicate firstly that cooperation and transfer of information is related to “group work” variable positively, and secondly, significant differences were found in each of the contexts analysed. Besides, it has been found that the variable “transfer of information” is more explanatory of group work differences in organisational contexts than the variable “cooperation”.

This study verified that there is no homogeneity in group work in the Rioja wine industry. This study contributes to the knowledge about a significant industry of the economy and culture of the Rioja region, and the wine sector in general.

The purpose of this paper is to provide a framework for guiding social innovation in service (SIS), defined as the creation of novel, scalable and sustainable market based service offerings that solve systemic societal problems.

This research provides a review and synthesis of transdisciplinary literatures to establish a basis for the conceptual framework proposed for SIS.

It is argued that the primary unit of an SIS is the service firm and that there are micro-, meso-, and macro-level actors and enablers in the ecosystem that can help bring about SIS. Examples from the hospitality and tourism industry are used to demonstrate key points.

Benefits of an SIS to companies include growth through new markets and innovative value offerings, sustainable supply chains in production, building consumer value and trust in the company/brand, attracting and retaining talent and being proactive in including social and environmental measures of success in customer metrics and company financial reporting.

This paper contributes to the social innovation and service literature by: offering a new, scientifically supported view of an SIS; providing managers with a framework to guide social innovation within their service firm and for the benefit of their company and its stakeholders; and directing service scholars to research issues necessary to advance SIS.

In an environment where favoring organizational learning is imperative, the option of business cooperation is considered an optimal means to transmit knowledge between companies and to encourage the generation of new ones. But differences in organizational cultures of the cooperation partners can make this process difficult. Through an empirical study of small and medium‐sized companies that had established international cooperation agreements during 1997 and 1998 in the Valencian community (Spain), the influence of the differences in size and in national culture of the partners in organizational learning is observed.

This paper seeks to extend knowledge on the impact of different marketing capabilities on various measures of organisational performance in the context of family‐run small to medium‐sized enterprises (SMEs).

Aspects regarding marketing capabilities in family‐owned SMEs and their impact on superior performance are identified and briefly discussed according to the existing literature. Then, quantitative research is presented followed by a discussion of the findings. The paper ends with the conclusion, managerial implications, limitations and lines for future research.

The results of the study show the relevance of marketing capabilities for product differentiation to gain stakeholders' satisfaction. Other marketing capabilities related to marketing planning and pricing have a positive impact on financial performance.

Different marketing capabilities have a different impact on various measures of performance. The nature of the marketing capabilities under consideration determines whether their main impact is on financial performance rather than on stakeholders' satisfaction.