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This paper investigates internal and external barriers influencing the different dimensions of firm service innovativeness and the moderating effect of transformational leadership on these relationships in an emerging economy, namely, Turkey.

The hypotheses were tested using cross-sectional survey data from 148 hotels. The authors use regressions to analyze the data set.

The results demonstrate that barriers to innovation need not necessarily impede firm service innovativeness at all times; some of these so-called “barriers” may even act as catalysts that improve firm’s likelihood of adopting innovations. More importantly, the findings suggest that a transformational leadership style alleviates the negative influence of internal barriers on internal service innovativeness dimensions of process, strategic and behavioral innovativeness.

The positive effect of transformational leadership lessening the detrimental impact of barriers to innovation is a topic in need of research. In addition to examining this phenomenon in a developing country, the authors choose a service retailing industry as a study context: hospitality/tourism. The main reason for choosing this industry is that there is little empirical evidence of service innovation activity in this industry despite the fact that it contributes to a large extent to employment and gross domestic product in most emerging economies, and it is, in fact, a fairly innovative industry. Furthermore, this study presents a unique perspective by investigating small- and medium-sized enterprises (SMEs).

The purpose of this paper is to identify three commonly observed mistakes made when managing suppliers and describe factors that contribute to successful buyer–supplier partnerships.

Five extensive case studies in the automotive and clothing industry, as well as cases discussed in the literature, are analysed.

Barriers to successful partnerships are a too strong emphasis on cost cutting and a too controlling management approach on the part of the buyer, and the abuse of insider knowledge for faking performances on the side of the supplier. Open communication, willingness to engage in mutual learning and encouraging innovations are observed in successful partnerships.

A limited number of case studies in the German automotive industry and the Turkish clothing industry are used. Both industries are subject to significant change which means that generalisations should be made with caution. Therefore, we discuss only problems and solutions that have also been identified in studies conducted in other industries and/or countries.

Managers learn how to best manage partnerships with suppliers and what mistakes to avoid.

Partnerships aiming at improving working conditions are discussed. Findings and recommendations help managers improve their corporate social performance in the supply chain.

Partnerships are approached from the perspective of the supplier to identify commonly made mistakes and successful practices of buyers.

The purpose of this paper is to investigate the extent to which procedural justice influences a manager's decision‐making behaviour and the extent to which managerial values related to power‐distance moderates the relationship between participation in decision processes and procedural justice.

A questionnaire survey was conducted in this study. Dependent variables were the degree of participation in decision making and the degree of sharing information with subordinates. Independent variables were procedural justice and power distance.

The findings suggest that procedural justice is related positively to encouraging initiatives and information sharing. The findings also indicate that power distance moderates the relationship between procedural justice and decision‐making behaviours. Although managers were inclined to share information with employees when they believed in procedural justice, high‐power‐distance values would weaken such a positive link.

The study explores the moderating role of power distance in the formation of perceptions about procedural justice but the interactive and distributive justice of managers are not included here for a comprehensive understanding of organizational justice. Another limitation is that the sample in the study was limited geographically to the regions of Southern China.

Emphasis of procedural justice among managers throughout the hierarchical system of an organization would be an effective way to improve both management effectiveness and employee performance. However, while managers develop warm relationships with their employees, they still share information reluctantly with employees in decision making when the intent is to maximize power.

The perspective of managers, which is adopted in this study, makes it original compared to previous studies of procedural justice. Such studies take the standpoint of employees or student subjects. Another contribution is that the cultural construct of power distance is analysed with managers at the individual level. Further, the study sheds light on important managerial issues related to the relationships between procedural justice, participation and the moderating effects of a manager's value orientation within the context of China.

The purpose of this paper is to clarify the role of organizational culture and rewards in stimulating the sharing and gaining of knowledge.

Hierarchical regression using survey data.

The analyses show that rewards and organizational culture of knowledge transfer influence the knowledge shared and knowledge gained. Moreover, culture and rewards interact to influence knowledge gained, but not knowledge shared which leads to the conclusion knowledge gaining can be induced by rewards, even in the absence of a supportive culture.

The findings are consistent with socio-technical theory (STT) and the discussion positions this perspective as useful for future knowledge management studies. This research confirms that knowledge sharing and gaining are uniquely different activities that respond differently to culture and rewards.

This study combines the work of different fields by focusing on knowledge sharing and gaining in a single study. Through this process, a bridge between organizational learning theory and STT is revealed.

The purpose of this paper is to investigate the opinions of owners/managers of Turkish furniture firms on country image effects of expected improvements in Turkey's democratic, economic, and political life resulting from Turkey's likely EU membership.

Survey‐based empirical data are analyzed via multiple regression analysis.

The paper finds that political and economic influences of EU negotiations will improve country image, whereas democratic influences will not have a significant effect.

The study is conducted in one industry and findings may not be generalizable. As opinions on country image are affected by discussions in the media or temporary situations between EU countries and Turkey, the study should be repeated at regular intervals. Official bodies need to make sure that reforms made in the democratic arena are well communicated to business communities. Also, business communities can promote implementation of democratic adjustment efforts by joining democratic establishments.

Most previous studies on country of origin (COO) effects were conducted with high risk or very low risk product groups. In this paper, a mid‐level risk product category, furniture, is examined with respect to country image.

The purpose of this paper is to consider the transformation experience of contemporary Turkey, and to provide an introduction to the special issue and a review of the papers in the JMD special issue.

The paper portrays changes in Turkish business and management practices in recent years.

The paper argues that given the dynamic nature of Turkish economy, change is not an option but a required path for transformation and survival. Turbulence and anxieties, sometimes inevitably, distract or at best re‐orient the speed of change and transition.

The paper stimulates further work by management scholars to develop new perspectives and research agenda that will advance knowledge of the business and management practices in emerging countries.

The purpose of this paper is to reveal how effective knowledge‐management practices, combined with a supportive corporate culture, have helped Turkish copper company Sarkuysan to cope successfully with the challenges it has faced.

The paper draws on interviews with senior managers of the company, plus company reports, bulletins and its official web site.

The paper reveals that labor turnover at the firm is only 1.48 percent among blue‐collar workers and 3.49 percent among managers. Top management is not a distant authority at the firm, but visible and active in its day‐to‐day affairs. Communication is open and levels of trust are high. The reward system recognizes group, rather than individual, achievement.

The paper presents a company that combines four core values (storytelling, continuity, loyalty and trust) with two support factors (top‐management support and an appropriate reward system) to achieve a high level of success in knowledge management.

The paper describes how knowledge management is applied in an emerging‐market context, and focuses on the topic as a cultural issue rather than one that demands complex information technology.

This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture.

Using a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals.

The core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.

The focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded.

Practitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes.

For the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.