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The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation.

A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling.

The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation.

The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members.

This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.

The purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).

This research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.

The results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.

The empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.

This research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

Drawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this study focuses on the mediating role of psychological distress and the moderating role of hostile attribution bias in affecting the mediation.

Data were collected from 324 employees of a high-technology company in China by a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

This study found that exploitative leadership was positively related to knowledge hiding and that psychological distress mediated this relationship. Moreover, the results revealed that the positive relationship between exploitative leadership and psychological distress and the indirect effect of exploitative leadership on knowledge hiding via psychological distress were stronger when hostile attribution was high rather than low.

The findings of this study offer guidance for managers to better undermine the negative effects of exploitative leadership.

First, this study extends the literature on exploitative leadership by verifying the positive effect of exploitative leadership on knowledge hiding. Second, this study enriches one’s understanding of the “black box” underlying the link between exploitative leadership and its consequences by demonstrating the mediating role of psychological distress. Third, by verifying the moderating role of hostile attribution bias, this study provides insights into the boundary conditions of the impact of exploitative leadership.

The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).

Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.

Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.

This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Resource reconfiguration enables firms to adapt in dynamic environments by supplementing, removing, recombining, or redeploying resources. Whereas prior research has underscored the merits of resource reconfiguration and the modes for implementing it, little is known about the antecedents of this practice. According to prior research, under given industry conditions, resource reconfiguration is prompted by a firm’s corporate strategy and by characteristics of its knowledge assets. We complement this research by identifying learning from performance feedback as a fundamental driver of resource reconfiguration. We claim that performance decline relative to aspiration motivates the firm’s investment in knowledge reconfiguration, and that this investment is reinforced by the munificence of complementary resources in its industry, although uncertainty about the availability of such resources limits that investment. Testing our conjectures with a sample of 248 electronics firms during the period 1993–2001, we reveal a clear distinction between exploitative reconfiguration, which combines existing knowledge elements, and exploratory reconfiguration, which incorporates new knowledge elements. We demonstrate that performance decline relative to aspiration motivates a shift from exploitative reconfiguration to exploratory reconfiguration. Moreover, munificence of complementary resources mitigates the tradeoff between exploratory and exploitative reconfigurations, whereas uncertainty weakens the motivation to engage in both types of reconfiguration, despite the performance gap. Nevertheless, codeployment, which extends the deployment of knowledge assets to additional domains, is more susceptible to uncertainty than redeployment, which withdraws those assets from their original domain and reallocates them to new domains. Our study contributes to emerging research on resource reconfiguration, extends the literature on learning from performance feedback, and advances research on balancing exploration and exploitation.

The purpose of this paper is to offer a theoretical and empirical understanding of how social ties affect innovation behavior and new product performance in Turkey, which is an emerging economy where high levels of economic and political uncertainties exist.The authors examine whether innovation behavior binds the political and business ties of the firm to new product performance. They also examine if these effects are contingent on variations in the institutional environment and market environment.

Structural equation modeling and mediation analyses were used on a sample of 344 small- and medium-sized enterprises in Istanbul.

Business ties are positively related to exploratory innovation behavior and political ties hamper such behavior. The authors also show that government support hinders firms’ disruptive innovation while encouraging incremental innovation behavior. The authors further demonstrate that the positive and indirect relation of business ties to new product performance through exploratory and exploitative innovation is largely insensitive to changes in market and institutional environments. Political ties are negatively (positively) and indirectly related to new product performance through exploratory (exploitative) innovation.

Managers should choose the form of their personal interactions (political and/or business) based on the type of innovation that is being pursued. Additionally, managers should consider both the institutional environment and the market environment as important contingencies in their decision of whether to invest resources in developing social ties to build innovation behavior.

The authors offer a deeper perspective of how social ties in emerging economies affect new product performance by considering exploratory and exploitative innovation behavior as mediating mechanisms. These mediating effects are conditional on institutional and market environments.

The study aims to provide suggestions for project-based firms (PBFs) to create value through the development of social capital, collaborative environment and organisational learning (exploratory & exploitative learning). In this regard, a conceptual model is proposed that examines the interrelations between social capital, collaborative environment and exploratory & exploitative learning in the context of PBFs.

A semi-systematic literature review focussed on interrelations between social capital, exploratory & exploitative learning and collaborative environment was undertaken. Top ranked journals and highly relevant journal articles in the management domain were considered for the review. To analyse literature, the content analysis technique incorporating NVIVO 12 software was adopted.

Conceptual model suggests that social capital positively affects exploratory & exploitative learning through collaborative environment in PBFs. Three dimensions of social capital (network ties, trust and shared goals) create collaborative environment and collaborative environment enhances organisational learning in PBFs across different levels. Ultimately, social capital, collaborative environment and exploratory & exploitative learning contribute to value creation in PBFs.

Although the relationship between social capital and exploratory & exploitative learning has been researched previously, findings remain inconsistent. This study provides an alternative perspective to discuss this relationship with the proposed mediating construct: collaborative environment. Considering the context of PBFs, a conceptual model was developed to explain the interrelations between social capital, collaborative environment and learning. This study especially discusses collaborative environment as a value creation factor.

The purpose of this paper is to investigate the links between the enterprise social networks (ESN) use and the exploitative and exploratory innovations and deepen the analysis by examining the mediating role of the sub-dimensions of intellectual capital (IC) in these relationships.

The authors use a quantitative method based on the questionnaire administrated to a sample of 248 middle managers working in Tunisian ICT firms. Regarding the data analysis, the authors use a partial least square-structural equation modeling (PLS-SEM) method.

Results highlight that whereas exploratory innovation is positively linked to human capital (HC) and social capital (SC), exploitative innovation is positively associated with HC. Findings show that the ESN use is linked positively to exploitative innovation and this link is mediated by HC. The data analysis also revealed that HC and SC mediate the link between ESN use and exploratory innovation.

Although limited studies have investigated the effect of the ESN use on firms, this research pioneers the examination of the effect of the ESN use on exploitative and exploratory innovations within ICT firms and the mediating roles of HC, SC and organizational capital that have never been explored. Findings are highlighted along with interesting insights for managers and outline the key aspects related to the ESN use that may improve the sub-dimensions of IC and boost exploitative and exploratory innovations.

The purpose of this paper is to advance new insights into how internal and external social capital (SC) facets influence exploratory and exploitative innovation directly, and indirectly through absorptive capability (AC), by drawing on the relational and knowledge-based views.

The paper empirically tests the developed model using 135 survey responses from managers in construction contractor firms. Data were factor analysed, and path estimates determined using partial least squares structural equation modelling to test the hypotheses.

The results reveal that each social capital (SC) facet has direct benefits for both exploratory and exploitative innovation. The findings also show a mix of full and partial mediation paths between the facets of SC and innovation types through AC.

Extant research linking SC facets with innovation categories is fragmented. Added to this fragmentation is the dearth of studies linking both intra-firm and inter-firm SC with exploratory and exploitative innovation in firms. This paper makes a novel contribution by testing a model of the direct and indirect links (through AC) between internal and external SC and both exploratory and exploitative innovation in the context of construction contractor firms. The findings show how both facets of SC are necessary for exploratory and exploitative innovation. It reveals the types of relationships and capabilities necessary for specific innovation objectives.

Intellectual capital (IC) has been suggested to be a means by which firms develop capabilities that enhance competitive advantage. There is, however, a paucity of empirical research linking IC with innovation in construction firms, leaving the IC–innovation link in such environments unclear. The purpose of this paper is to advance understanding of the relationships between IC components and strategic exploratory and exploitative innovation in construction contractor firms.

The sample comprised 135 management personnel from construction contractor firms in Hong Kong. Data were collected through a questionnaire survey using validated scales in the literature which were subjected to confirmatory factor analysis. Hierarchical linear regression was used to test the hypotheses while partial least squares structural equation modelling was used for post hoc analysis.

Social capital (SC) and organisational capital (OC) each have significant positive linear effects on exploratory and exploitative innovation, while human capital (HC) has no direct linear effect on either innovation type. HC, however, affects both exploratory and exploitative innovation through SC or OC. None of the three IC dimensions has a significant quadratic effect on exploratory or exploitative innovation. The findings suggest that in construction contractor firms increases in the accumulation of SC and OC are associated with proportional increases in exploratory and exploitative innovation.

Despite the growth of studies connecting IC to innovation, the link between IC and exploratory and exploitative innovation has focussed on linear effects in units or on radical innovation outcomes. This study makes a novel contextual contribution by exploring both linear and quadratic effects of IC dimensions on strategic exploratory and exploitative innovation processes in construction contractor firms. The insights contribute to advance knowledge on the relationship between IC and innovation categories in different industrial settings.