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Article
Publication date: 28 April 2020

Phong Ba Le, Hui Lei, Thanh Trung Le, Jiexi Gong and Anh ThiLan Ha

This paper aims to examine the influence of collaborative culture on employee’s knowledge sharing and how it associated with radical and incremental innovation in Chinese firms.

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Abstract

Purpose

This paper aims to examine the influence of collaborative culture on employee’s knowledge sharing and how it associated with radical and incremental innovation in Chinese firms.

Design/methodology/approach

This study used the quantitative approach and structure equation model to test hypotheses with data collected by questionnaire from 371 participants in 68 Chinese firms.

Findings

The research findings indicated that collaborative culture positively fosters the KS behaviors of employees for radical and incremental innovation. The findings confirm the mediating role of tacit and explicit knowledge sharing and reveal that collaborative culture has a significant impact on incremental innovation, whereas knowledge sharing behaviors have greater impacts on radical and incremental innovation.

Research limitations/implications

Future research should investigate the impact of collaborative culture on innovation under moderating effects of ownership form or mediating roles of behavioral variables to have better understanding on the relationship among them.

Practical implications

This study offers leaders a deeper understanding of the necessary factors and new pathways to stimulate employees’ tacit and explicit knowledge sharing for innovation.

Originality/value

The paper has significant contributed to theoretical and practical initiatives on the theory of innovation which highlighted the crucial role of collaborative culture in facilitating a positive climate for knowledge sharing and innovation.

Details

Chinese Management Studies, vol. 14 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 9 April 2019

Sanna Tuurnas, Jari Stenvall, Petri Juhani Virtanen, Elias Pekkola and Kaisa Kurkela

This paper approaches collaborative governance reform as an empirical phenomenon. The purpose of this paper is to gain insights about the systemic and grassroots level…

Abstract

Purpose

This paper approaches collaborative governance reform as an empirical phenomenon. The purpose of this paper is to gain insights about the systemic and grassroots level conditions for collaboration, observed from the viewpoint of organisational culture. In this paper, the authors ask what constitutes collaborative development culture in local government organisations?

Design/methodology/approach

The research design is founded on secondary use of quantitative data; a survey targeted to Finnish local government organisations (n=172). The authors analyse what factors the different groups, managers, professionals and politicians consider important for collaborative development culture and how they assess their local government organisations in this regard.

Findings

According to the results, enabling and supporting management, local government personnel’s input and ability to seek external partners are essential for creating a collaborative development culture. Interestingly, despite the recognition of deterring factors by the respondents the results highlight that the supporting and driving factors are more important for creation of collaborative culture, giving an optimistic message to actors trying to enhance collaborative development culture in local government organisations.

Originality/value

The authors examine the collaborative governance reform in a critical way, from the viewpoint of organisational culture. Through the study, it is possible to better understand the reality and readiness for collaboration of local governments in this respect. This is a valuable aspect for increasing both theoretical and practical understanding of the so-called collaborative governance.

Details

International Journal of Public Sector Management, vol. 32 no. 6
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 8 January 2018

Daniel Carpenter

The purpose of this paper is to explore shared workspace and professional learning community (PLC) interactions in schools. The collaborative culture and PLCs were parts…

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Abstract

Purpose

The purpose of this paper is to explore shared workspace and professional learning community (PLC) interactions in schools. The collaborative culture and PLCs were parts of the school culture. The collaborative culture of each school was designed to ensure teachers share intellectual and physical contributions in learning to investigate the impact of teaching and learning on students. The workspace overlap for teachers was part of the culture of each school and a function of the PLC interactions. PLCs provided opportunities for collaboration and therefore opportunities to share intellectual and physical workspace.

Design/methodology/approach

A grounded theory research approach was taken to this investigation, primarily because of the common experiences of educators in schools (Creswell, 2013). Collaborative process between educators in schools was qualitatively investigated as a function of PLC interactions. In all, three communities, five schools, and 70 educators were purposefully selected to participate. Data were collected, including semi-structured interviews, observations, artifacts, and researcher field notes.

Findings

The workspace interactions include shared leadership, decision making, teaching and learning practice, and accountability measures. Attributes and characteristics of effective collaboration and PLCs greatly affect the outcomes of PLCs. An emergent framework is provided that includes attributes of effective collaboration and the characteristics of effective PLCs that merge into intellectual and physical shared workspace.

Originality/value

This paper focuses on the connections between PLCs, school culture, and professional educator collaboration. This paper proposes to provide a unique model called the shared workspace. The model combines the intellectual and physical aspects of group members to ensure the effectiveness of collaborative systems that promote quality practice in schools through functional PLCs as part of a positive school culture. This paper further offers extensions to the shared leadership concept (Carpenter, 2015) in how schools, administrators, and teachers should work together, thus more collaboratively through a continuous improvement process of the school as a workplace and a learning organization.

Details

International Journal of Educational Management, vol. 32 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 6 June 2016

Gopal Kumar, Rabindra Nath Banerjee, Purushottam Lal Meena and Kunal Ganguly

The purpose of this paper is to model and investigate collaborative culture and relationship strength roles in supply chain collaboration. This research highlights…

2502

Abstract

Purpose

The purpose of this paper is to model and investigate collaborative culture and relationship strength roles in supply chain collaboration. This research highlights critical role played by culture and relationship strength in collaboration.

Design/methodology/approach

Drawing from relational view, a conceptual model is developed with the help of literature, and the model is validated with data collected in India using partial least squares method.

Findings

Results and analyses revealed that culture and relationship strength significantly and strongly influence each collaborative activity. The relationship strength fully mediates between collaborative culture and supply chain performance. The research also finds that the relationship strength partially mediates between collaborative culture and market-based information sharing, operational resource planning and sharing. In the long-term, collaborative culture drives relationship strength and the element enhances collaborative activities.

Originality/value

This research attempted to explore collaborative culture and relationship strength which are crucial for collaborative relationship. Many mediation effects are studied which increase the understanding and give insights for its implementation. Its theoretical and practical implications are highlighted. This knowledge has enough potential to lead collaborative relationships towards success.

Details

Journal of Business & Industrial Marketing, vol. 31 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 12 July 2018

Mahendra Adhi Nugroho

The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning.

2172

Abstract

Purpose

The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning.

Design/methodology/approach

This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach.

Findings

This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning.

Research limitations/implications

The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones.

Practical implications

This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning.

Originality/value

This research provides insights into the factors supporting organizational learning.

Details

Journal of Organizational Change Management, vol. 31 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 28 August 2019

Susan C. Gasson and Christine Bruce

This paper aims to demonstrate the value of a collaborative research culture framework (Gasson and Bruce, 2018a), featuring trust and respect as core elements of healthy…

Abstract

Purpose

This paper aims to demonstrate the value of a collaborative research culture framework (Gasson and Bruce, 2018a), featuring trust and respect as core elements of healthy collaborations, to support the research success of higher degree research (HDR) students. HDR is a term used in Australia to reference Doctoral and Master by research programmes.

Design/methodology/approach

The authors propose that by positioning collaboration as part of a research culture built on trust and respect, discussion about and the development of healthy collaborative research culture will be facilitated. A healthy culture is defined as one that supports sustainable and productive collaborative research.

Findings

The applications of the framework demonstrate the role the framework can play in supporting researchers to understand, engage in and manage collaborations.

Research limitations/implications

Reflection on discussions to date has led to the authors’ view that collaborative success requires a unique set of skills (i.e. skills in the development of a collaborative research culture) and that the framework provides a deliberate and overt way of supporting development of those skills.

Originality/value

The framework helps HDRs develop the capacity to build healthy collaborative research cultures vital for their research productivity and longer-term success as researchers.

Details

Studies in Graduate and Postdoctoral Education, vol. 10 no. 3
Type: Research Article
ISSN: 2398-4686

Keywords

Article
Publication date: 8 February 2016

Robert Van de Graaff Randolph

The purpose of this paper is to develop the concept of a high performance alliance macro-culture as a multilevel construct reflective of resilient collaborative systems of…

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Abstract

Purpose

The purpose of this paper is to develop the concept of a high performance alliance macro-culture as a multilevel construct reflective of resilient collaborative systems of exchange within strategic alliances and explores the distinct capabilities of this multilevel approach in predicting alliance outcomes.

Design/methodology/approach

The hypotheses developed in this study are tested using primary data collected from 650 members of 15 non-profit organizations in two multi-organizational collaborative networks. Considering the multilevel nature of the study the structural hypotheses are tested using a multilevel confirmatory factor analysis and the predictive hypotheses are tested using multilevel structural equation modeling.

Findings

All but one structural hypothesis are supported and all predictive hypotheses are supported suggesting that a multilevel macro-cultural conceptualization is effective in exploring the relationship between collaborative exchange systems and their outcomes.

Research limitations/implications

Limitations stem from the generalizability of the data collected as the alliances formed by non-profit firms may not be wholly reflective of the alliance structures and goals of other firm types.

Originality/value

This study primarily contributes to multilevel study of strategic alliances and the study of collaborative norms and structures of allied groupings. The results of this study lend support to the importance of taking a network governance perspective and illustrate the limitations of traditional single-level approaches when studying interfirm collaborative networks and structural resilience therein.

Details

Management Decision, vol. 54 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 22 July 2005

Nancy L. Southern

This chapter discusses the personal and organizational risk factors of collaboration and shows the necessity of creating organizational cultures that support collaborative

Abstract

This chapter discusses the personal and organizational risk factors of collaboration and shows the necessity of creating organizational cultures that support collaborative action. Building collaborative capital is presented as a transformative process requiring a shift in individual and collective beliefs and assumptions and new patterns of action and supporting structures that encourage communicative competence and risk taking. Collaboration is viewed through a relational lens, incorporating hermeneutic concepts. A process is offered that begins a cultural change by strengthening communicative relationships among senior leaders. A city government and public utility in a major city in the United States provide examples of actions taken by senior leaders committed to the endeavor of creating cultures of collaboration.

Details

Collaborative Capital: Creating Intangible Value
Type: Book
ISBN: 978-0-76231-222-1

Article
Publication date: 1 December 2004

Susana Pérez López, José Manuel Montes Peón and Camilo José Vázquez Ordás

Aims to analyze how the organizational culture impacts knowledge management, organizational learning and ultimately the performance of the firm. The degree to which…

16002

Abstract

Aims to analyze how the organizational culture impacts knowledge management, organizational learning and ultimately the performance of the firm. The degree to which collaborative culture influences organizational learning and performance is investigated for 195 Spanish firms. The technique used was structural equation modeling (SEM). The results show, first of all, that collaborative culture encourages the development of organizational learning, which at the same time, has a significant effect on business performance. And, second, it is highlighted that collaborative culture does not constitute in itself a source of competitive advantages. Collaborative culture must modify, through learning, the organization’s guidelines and attitudes in order to improve competitive performance. Perhaps the most significant limitation of the study is associated with the use of cross‐sectional data. While we presented and tested models in which we assumed a causal flow from collaborative culture to organizational learning to organizational performance, there is the possibility that these relationships may occur in reverse order. In future researches it would be interesting to analyze the influence that other variables, such organizational structure, leadership and corporate strategy have on learning. The establishment of a knowledge strategy can be determined by a global approach, which affects all fields in organization. For knowledge management initiatives to be truly effective must take into account the social contexts in which learning take place. Culture need to be re‐examined in light of its role in managing the overall organizational learning infrastructure. This study provides empirical evidence for the hypothesis that collaborative culture influences organizational learning which in turn influences business performance. The current study provides some understanding of the manner in which collaborative culture influence organizational outcomes.

Details

Journal of Knowledge Management, vol. 8 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 3 June 2021

Tu Ngoc Nguyen, Chao Hong Shen and Phong Ba Le

The purpose of this study is to explore the influence of transformational leadership (TL) on a firm's radical and incremental innovation. It also deepens the understanding…

Abstract

Purpose

The purpose of this study is to explore the influence of transformational leadership (TL) on a firm's radical and incremental innovation. It also deepens the understanding of appropriate mechanisms and conditions to improve specific aspects of innovation by examining the mediating role of knowledge management capability (KMC) and moderating mechanism of collaborative culture.

Design/methodology/approach

This study utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 365 participants in 86 manufacturing and service firms.

Findings

The findings indicate that TL induces greater effect on radical innovation compared to its effect on incremental innovation. The mediating role of KMC between TL and aspects of innovation capability is also supported. Especially, the influences of KMC on specific aspects of innovation capability are different and depend on the degree of collaborative culture in an organization.

Research limitations/implications

Future research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight into specific roles of knowledge management's constituents in linking TL and innovation capability.

Practical implications

The paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability by highlighting the important role of KMC and positive effects of collaborative climate in an organization.

Originality/value

The paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights into the mediating role of KMC and moderating effect of collaborative culture in the relationship between TL and specific dimensions of innovation capability.

1 – 10 of over 36000