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1 – 4 of 4Behrooz Ghlichlee and Mohsen Motaghed Larijani
The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.
Abstract
Purpose
The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.
Design/methodology/approach
A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.
Findings
In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.
Research limitations/implications
The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.
Practical implications
We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.
Originality/value
This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.
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Michael Boadi Nyamekye, Edward Markwei Martey, George Cudjoe Agbemabiese, Alexander Kofi Preko, Theophilus Gyepi-Garbrah and Emmanuel Appah
This paper aimed to test a proposed framework highlighting strategic green marketing initiatives and how they drive new technology implementation towards green corporate…
Abstract
Purpose
This paper aimed to test a proposed framework highlighting strategic green marketing initiatives and how they drive new technology implementation towards green corporate performance, underpinned by institutional isomorphism.
Design/methodology/approach
The study used a quantitative method and convenience sampling approach in gathering data using adapted questionnaires to solicit first-hand information from 225 employees of small and medium-sized enterprises (SMEs) in the tourism and hospitality sector underpinned by the theory of institutional isomorphism.
Findings
The study shows that green communication and green strategy alignment have significant predictive effects on new technology implementation. Cultural isomorphism significantly moderated the effects of implementing new technology (i.e. green communication and strategy alignment). In addition, “new technology implementation had a significant predictive effect on green corporate performance”. Meanwhile, the moderation effect of “green creative behaviour on the new technology-green corporate performance dyad was positive but insignificant.”
Originality/value
The study’s novel framework confirms how green communication strategy and green strategy alignment complement cultural isomorphism to explain the impact of new technology implementation on green corporate performance, underpinned by institutional isomorphism.
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Jin-Xing Hao, Zhiqiang Chen, Minhas Mahsud and Yan Yu
Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between…
Abstract
Purpose
Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths.
Design/methodology/approach
This study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses.
Findings
The results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework.
Practical implications
The results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies.
Originality/value
The results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.
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Cole J. Crider, Alireza Aghaey, Jason Lortie, Whitney O. Peake and Shaun Digan
The purpose of this study is to empirically examine how individuals’ hybrid entrepreneurial venturing activities (HEVA) influence key characteristics associated with one’s wage…
Abstract
Purpose
The purpose of this study is to empirically examine how individuals’ hybrid entrepreneurial venturing activities (HEVA) influence key characteristics associated with one’s wage work, namely creativity and job satisfaction.
Design/methodology/approach
Through a cross-sectional self-administered survey design, data were gathered from 465 US-based useable responses via Amazon Mechanical Turk and analyzed using structural equation modeling (SEM).
Findings
Findings show individuals reporting higher levels of HEVA – such as creating, founding, starting or running – tend to also exhibit higher levels of creativity and job satisfaction in their workplaces. Findings further reveal that income negatively moderates the relationship between creativity and wage work job satisfaction.
Practical implications
By providing a better understanding of how engaging in HEVA can impact creativity and job satisfaction, this study has important implications for (1) managers seeking to influence key employee outcomes and (2) employees considering such entrepreneurial activities.
Originality/value
This paper adds to the growing scholarly and practitioner interest in hybrid entrepreneurship and its outcomes. Specifically, the paper adds new insights regarding how engaging in HEVA can influence individual skills (i.e. creativity) or organizational goals (i.e. employee job satisfaction). In doing so, the paper also uses insights from the intrinsic/extrinsic motivation literature to suggest how extrinsic motivators (such as income) can interact with intrinsically motivated behaviors (such as creativity) in influencing employee outcomes in wage work. Finally, the paper contributes to the growing interest in applying the empowerment perspective within entrepreneurship research by exploring where and how empowerment may occur.
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