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Synthesizing from the institutional theory and social network theory, this study investigates factors influencing green innovation performance in new ventures.

The findings show that the dimensions of internal social network; heterogeneous network and tie strength have significant positive effects on proactive environmental strategy based on a sample of 300 new ventures in China.

The results further support the mediating role of proactive environmental strategy on internal organizational networks and green innovation performance of new ventures. The study further investigated the moderating role of the regulatory quality as a dimension of institutional environment in China. The results show that the regulatory quality positively moderates the relationship between proactive environmental strategy and green innovation performance. Policy and managerial implications are further discussed.

Over the past 20 years, green innovation has increasingly attracted the attention of policymakers and scholars. However, most studies have focused on mature ventures, and little attention has been given to how newly established ventures attain green innovation performance.

The aim of the study is to explore the relationship between organizational leadership capability and organizational performance in the context of market orientation in Estonian financial services organizations.

A total of eight organizations from the Estonian financial services sector participated in this study: the five largest banks (∼95 per cent of the market), the largest leasing organization (∼50 per cent of the market) and the two largest insurance companies (∼50 per cent of the market). The data used includes: aggregated and non‐aggregated evaluations by customers, and aggregated financial data. The methodology combines two approaches for testing the hypotheses: a quantitative OLS regression analysis of the evaluations from 555 customers, and ranking mean values of the aggregated assessments from customers and financial data in quartiles for all eight organizations.

The results of the study reveal a relationship between specific organizational leadership capabilities and organizational performance.

The study suggests that the positive relationship between leadership and organizational performance at the organizational level explains how an organization manages in the context of its external environment. However, the results of the authors’ investigation are only valid in the Estonian financial services context, and the influence of organizational leadership capability on organizational performance in organizations in other service sectors could differ from these results.

This paper demonstrates that organizational leadership capability, expressed as the interaction between the main behavioural principles of an organization marked as organizational orientation and adaptation, has a clear relationship with organizational performance.

Drawing upon conservation of resources theory, this study aims to explore how ethical leadership relates to subordinates' emotional exhaustion through the chain mediating effects of organizational networking behavior and organizational embeddedness.

Data were collected from 447 airport employees in China. PROCESS macro in SPSS was used to test the hypotheses.

Results indicated that ethical leadership is negatively correlated with emotional exhaustion; organizational networking behavior and organizational embeddedness play a chain mediating role in the negative relationship between ethical leadership and emotional exhaustion.

This study provides new insights into the association between ethical leadership and emotional exhaustion, and enriches the antecedents and consequences of organizational networking behavior.

The strategic importance of the purchasing function increases, as its task become more dynamic in various interfaces with different suppliers. Changes in these customer–supplier interfaces pose specific challenges. The purpose of this study is to investigate how the purchasing function handles the interplay of interface changes.

This study applies a qualitative single case study design. Data are collected through observations and interviews conducted before, during and after a concrete change of interface taking place between a buying firm and its suppliers and customers.

Three main findings are identified to redefine the tasks of the purchasing function. The first concerns the new ways of defining the purchasing tasks. The main issue is to balance tasks with the simultaneous changes influencing other interfaces and relationships. The second is the division and alignment of tasks in intra- and inter-organizational networks with regards to who decides and coordinates what. Third, the inter-connected performance relates to how other actors perform their tasks. For the purchasing function, managing supplier interfaces influences and is influenced by how the firm simultaneously manages its user interface.

For management, a new way to evaluate the performance of the purchasing function is needed by including relationship management and interactive capabilities.

This study contributes with new insights into how managing the dynamics of changing interfaces requires interactively defined purchasing tasks, division and alignment of tasks and inter-connected performance vis-à-vis others in the wider network setting.

The purpose of this paper is to present a social network approach for identification of micro-organizational re-design interventions to make more efficient and fluid the knowledge flow in a rehabilitation multidisciplinary team. The structural information of different kinds of knowledge networks within a team is augmented with additional analyses aimed at collecting information about the ways through which participants use knowledge, the motivation behind knowledge exchange, and the non-human knowledge sources used by subjects to perform their work. This paperwork was supported by CNCSIS – UEFISCDI, project number PNII – IDEI 810/2008.

The authors propose a definition of knowledge network including human and non-human knowledge source (documents and knowledge repositories) as it is more adequate for the analysis of knowledge flows in multidisciplary medical teams. The mapping and analysis of the network are carried out through: elicitation of knowledge flows between people within and outside the team through a structured questionnaire; mapping of the knowledge flows toward non-human knowledge sources; and identification of critical aspects and proposal of re-engineering interventions to make knowledge flow more efficient and effective.

The analysis of the critical aspects emerged in the field study identifies a number of opportunities to improve the efficiency and effectiveness of knowledge sharing through the re-design of the team network. The re-design interventions concern three main features of knowledge network: “knowledge centralization,” “Over-reliance on External experts,” “Unshared knowledge tools and sources.”

The originality of the work resides in applying social network analysis (SNA) for healthcare management settings, proving evidence and guidelines to show how healthcare organizations can benefit from the adoption of SNA-based approaches.

This paper examines the relationship between key actors in an organisation and informal professional networks. It uses pragmatic constructivism (PC) as a research paradigm together with concepts borrowed from the theory of social networks to investigate how these actors responded to a particular set of non-financial performance targets.

The implementation process of waiting time targets in the Accident and Emergency Department was observed as part of an in-depth study at a large English National Health Service hospital. The main sources of data were face-to-face interviews with key actors, documentary archival evidence and observation diaries.

The results indicated that with the effect of information sharing through these networks, implementation methodology switched from systems approach to actors approach. Professional connections between key actors had allowed them to generate their own understanding in responding to new performance measures. As a consequence, the perceptions of other actors in relevant networks, as well as the implementation practices were influenced.

This is a single-site, in-depth case study; hence, the findings are not generalizable.

This study demonstrated just how influential some key actors can be in shaping the implementation of performance measures.

The paper contributes to PC by providing evidence on the influence of informal professional networks and structural holes in shaping organisational topos.

The main purpose of this paper is to analyze knowledge management in service networks. It analyzes the knowledge management process and identifies related challenges. The authors take a strategic management approach instead of a more technology‐oriented approach, since it is believed that managerial problems still remain after technological problems are solved.

The paper explores the literature on the topic of knowledge management as well as the resource (or knowledge) based view of the firm. It offers conceptual insights and provides possible solutions for knowledge management problems.

The paper discusses several possible solutions for managing knowledge processes in knowledge‐intensive service networks. Solutions for knowledge identification/generation, knowledge application, knowledge combination/transfer and supporting the evolution of tacit network knowledge include personal and technological aspects, as well as organizational and cultural elements.

In a complex environment, knowledge management and network management become crucial for business success. It is the task of network management to establish routines, and to build and regularly refresh meta‐knowledge about the competencies and abilities that exist within the network. It is suggested that each network partner should be rated according to the contribution to the network knowledge base. Based on this rating, a particular network partner is a member of a certain knowledge club, meaning that the partner has access to a particular level of network knowledge. Such an established routine provides strong incentives to add knowledge to the network's knowledge base

This paper is a first attempt to outline the problems of knowledge management in knowledge‐intensive service networks and, by so doing, to introduce strategic management reasoning to the discussion.

Today, companies are confronting a changing environment, which has never been faced before. It has been well accepted that with recent technological advances, barriers are eliminated and a new global market has been established. In order to obtain better results and customer satisfaction, the companies have to listen the voice of the customer and to produce value added products and services by reducing the cycle time. This requires an active and an effective management of operational functions and customer/supplier relationship. Information systems and technologies are the most important strategic tools supporting information and knowledge management in order to increase corporate responsiveness and enhanced performance. The objective of this study is to suggest an information‐based responsive organizational network framework supporting efficient management of company‐wide functions and customer/supplier relationships.

This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

This study examines the impact of internal and external TMT social capital on enterprises’ business model innovation, explores the relationship between internal and external TMT social capital, and investigates how business ecosystem health moderates the relationship between external TMT social capital and enterprises’ business model innovation. These hypotheses are proposed and tested using a hierarchical regression analysis with data from 168 Chinese firms.

First, both internal and external TMT social capital exert a significantly positive influence on an enterprise’s business model innovation. Second, internal TMT social capital positively contributes to the development of external TMT social capital, affecting business model innovation. Finally, the moderating effect of business ecosystem health on the relationship between external TMT social capital and business model innovation depends on the dimensions. Specifically, the productivity of the business ecosystem negatively moderates this relationship, whereas the niche creation capability of the business ecosystem has a positive moderating effect.

These findings enrich prior research on business model innovation within the business ecosystem, thoroughly exploring the critical role of TMT social capital. This study reveals the diverse impacts of internal and external TMT social capital on business model innovation and the intricate relationship between these elements. Furthermore, it emphasizes that the success of enterprise’s business model innovation within a business ecosystem depends on the alignment and adaptation to dynamic ecosystem conditions. By presenting these insights, this study provides valuable practical implications for enterprises aiming to cultivate social capital within business ecosystem to facilitate business model innovation.

Career theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.

Adopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.

The article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.

This study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.

The article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.

This study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.