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Insufficient intra-organizational diffusion of prefabricated construction (PC) technology hinders its implementation benefits. More research on intra-organizational diffusion of PC technology is required to improve organizational performance in PC implementation. This study aims to explore the antecedents and consequence of intra-organizational diffusion of PC technology.

This study established an antecedent and consequence model of intra-organizational diffusion of PC technology from the perspective of contingency theory. The model was empirically tested by 91 valid questionnaires using partial least squares-structural equation modeling (PLS-SEM).

The results indicate that organizational support (OSU), organizational climate (OC) and mechanistic organizational structure (OST) positively influence intra-organizational diffusion of PC technology, which further positively influences organizational performance. The relationship between OC and intra-organizational diffusion of PC technology is mediated by OSU. Technological turbulence negatively moderates the relationship between OSU and intra-organizational diffusion.

This is the first paper to study the antecedents and consequence of intra-organizational diffusion of PC technology and an expansion of contingency theory in the research field of PC technology. This study helps to theoretically stimulate future research on intra-organizational diffusion and practically promote intra-organizational diffusion of PC technology along with improving organizational performance in its implementation.

The purpose of this paper is to clarify the different roles of intra- and inter-organizational information and communication technology (ICT) in improving supply chain performance. It proposes different mechanisms to explain how intra- and inter-organizational ICT interact with supply chain integration, and contribute to supply chain performance. The main research question is: What are the distinctive roles of inter-organizational ICT and intra-organizational ICT in improving supply chain performance?

The paper builds on original survey data of 320 Chinese manufacturing firms gathered in China.

The paper shows that inter-organizational ICT has a positive direct relationship with supply chain performance and this relationship is mediated by supply chain integration. Intra-organizational ICT has no direct relationship with supply chain performance. However, intra-organizational ICT moderates the effect of the supply chain integration on supply chain performance.

The paper argues that more research into the specific roles and interaction of ICT with business processes is needed in order to better understand its role in improving supply chain performance.

For managers the findings show that inter- and intra-organizational ICT play a different role in the improvement of supply chain performance: the first leading to more supply chain integration, which in turn improves performance, while the second needs additional investment in integrative practices to help improve supply chain performance.

This paper adds to the debate on the role of ICT in improving supply chain performance and shows that a detailed investigation into underlying mechanisms, and the interaction of ICT with other business processes is valuable.

This article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.

This paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.

Based on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.

The authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.

The purpose of this paper is to identify the intra-organizational factors effective in a successful strategy implementation, measure the interaction intensity, analyze relation patterns among those factors, and lastly, prioritize the factors according to the level of importance and effect in the success of a strategy implementation.

A review of the literature produced 13 key intra-organizational factors involved in successful strategy implementation. The factors were then prioritized and the interaction among them was identified using interpretive structural modelling (ISM). DEMATEL was employed to quantitatively calculate the importance, intensity and effect in the interaction among the factors. Finally, combining both the aforementioned methods an integrated ISM-DEMATEL model was devised through which the factors were prioritized while the importance, intensity and effect of each factor were quantitatively calculated.

Prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method and developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy implementation.

Due to time limitation, the hybrid model could not be practically applied to any organizations or businesses and in this research, only 12 experts were consulted to construct the model. If the experts involved were increased both quantitatively and qualitatively no doubt the final model would be upheld.

Managers who are involved in strategy implementation or who intend to enter this phase are advised to apply the integrated ISM-DEMATEL model that presented in this paper in order to obtain good perspective about interaction and prioritization among the intra-organizational factors effective in strategy implementation success.

Identification of 13 key intra-organizational factors effective in successful strategy execution, by studying through the literature; prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method; developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy execution; improving the integrated model through ISM by applying the findings obtained through DEMATEL.

This study relates to two levels of organization social capital (SC): personal SC and intra-organizational SC. Personal SC is the utility derived from the person’s relationship, and his positioning in networks, inside and out of the organization. Intra-organizational SC is the benefit derived from interactions within, and between groups in the organization, and is based on trust, reciprocity, common goals, sharing information and knowledge. The purpose of this paper is to examine the difference between the SC levels by their connections to employee energy and success, before and after crisis.

In order to test the hypotheses, the authors used the Enron e-mails corpus, the texts were analyzed using SQL.

The findings suggest that the impact of personal SC and intra-organizational SC, on employee energy and success is different. Personal SC was found to have a higher impact on those two variables, than intra-organizational SC. After crisis, this gap became larger.

The importance of the findings is in the distinction between the SC levels, and their different impact on the employees. However, the situation of Enron employees at that time implies that the more important level of SC is the intra-organizational SC.

The purpose of this paper is to understand better the organizational social capital (SC) levels and their impact on organizations by focusing on personal SC and intra-organizational SC as well as their different connections to organizational gossip and employee performance.

Participants in a field study included 617 employees from five Israeli organizations in the field of aviation and shipping. Levels of personal SC, intra-organizational SC, gossip and self-evaluated performance were measured, and connections between them detected.

The results indicate that intra-organizational SC is positively connected to employee performance, while personal SC is positively linked to gossip. Personal SC also leads to performance with the mediation of intra-organizational SC, although gossip was not found to be connected to performance.

The contributions of this study are both conceptual and practical. The distinction between organizational SC levels is refined, improving organizational research accuracy and facilitating a better grasp of the connections between SC and other variables. The scant research on organizational gossip has been expanded. From a practical perspective, clarification of the link between organizational SC and performance can be beneficial to employees and organizations.

Theoretical models of collaboration assume that intra‐organizational relationships are more collaborative that inter‐organizational ones. This paper seeks to question the validity of this assumption by comparing the levels of collaboration in two cases that comprise both types of relationship.

Two case studies in the UK food industry were conducted, in each two relationships were analyzed: one inter‐ and one intra‐organizational. Data were collected through a questionnaire followed by semi‐structured interviews.

This exploratory research indicates that in both case studies intra‐organizational relationships have lower levels of collaboration than inter‐organizational ones. This appears to contradict the commonly held assumption that intra‐organizational relationships involve closer collaborations than inter‐organizational ones.

Case study approaches have reliability and generalisability limitations, however, the paper was given in‐depth access to four relationships (two per case), which provide a basis for further research. The use of multiple informants and two methods of data collection helped to increase reliability and efforts were made to reduce bias in responses by ensuring confidentiality and engaging with participating companies in an impartial way.

A better appreciation of collaboration in inter‐ and intra‐ organizational relationships will result in managers making better decisions about how their organization relates internally and externally. This could have implications for decisions on make‐buy, alliances, and acquisitions.

The paper shows that it is possible to have relationships with customers and suppliers that are more collaborative than those between departments within a single organization. This finding appears to challenge traditional assumptions and provides a new perspective of the management of supply chain relationships.

Following resource-based view, the purpose of this paper is to investigate the effects of three intra-organizational structural elements on supply chain integration (SCI).

Based on data collected from ten countries, this study employs the structural equation modeling method to test the proposed model.

The results demonstrate that teamwork culture is positively related to three dimensions of SCI. Organizational commitment has positive effects on internal and customer integration (CI), whereas it has no significant effect on supplier integration (SI). Human goodness is only positively related to internal integration, but has no significant effect on SI or CI.

This study contributes to both structural elements literature and SCI enabler literature by operationalizing three human-related components of structural elements and empirically investigating relationships between intra-organizational structural elements and SCI.

The purpose of this study is to understand how employees of an organization build and maintain successful business relationships by analyzing major antecedents of relationship quality and relationship commitment.

In this study, the authors develop a conceptual framework and formulate hypotheses regarding the relationships between demographic homophily, interpersonal communication, trust and dependent variables of perceived relationship quality and relationship commitment. This paper tests hypotheses presented in this study with the help of a structural equation model, based on a data sample from South Korea.

Unlike common thinking, demographic homophily does not directly increase the perceived relationship quality. The authors find a significant direct effect of interpersonal communication on relationship commitment but no effect of commitment on perceived relationship quality. Both seem to play independent roles but are positively influenced through the emergence of trust.

By applying demographic homophily and interpersonal communication as antecedents and trust as mediator and main driver, the authors research effects on perceived intra-organizational relationship commitment and perceived relationship quality. In detail, the authors confirm the hypothesized centrality of trust in intra-organizational relationships between demographic homophily, interpersonal communication and dependent variables of perceived relationship quality and relationship commitment. Nevertheless, the authors surprisingly find neither significant evidence that demographic homophily increases the perceived quality of a relationship, nor does it lead to higher communication intensity directly, even in an environment (i.e. Korea), where it would be expected.

Based on the findings of this study, there are several practical implications. Understanding the interpersonal relationship characteristics in an intra-organizational setting enables managers to optimize organizational efficiency and effectiveness. Intra-organizational relationships between employees’ are highly dependent on mutual trust as an indicator for relationship quality and relationship commitment. Organizations can also benefit from the understanding of the mechanisms of demographic homophily and interpersonal communication for the establishment of interpersonal trust as well.

Research about the effect of demographic homophily and interpersonal communication and the central role of trust in an intra-organizational approach to business relationships on perceived relationship quality and relationship commitment is scarce. The mutual testing of the effects and interaction of established constructs like demographic homophily, interpersonal communication and trust on perceived relationship quality and commitment constitutes the main contribution of this study to the literature on management and business relationships. The insights of this study about interpersonal bonding help companies to establish long-term business relationships.

This paper aims to explore antecedents and consequences of intra-organizational knowledge hiding.

A model was developed and tested with data collected from 691 knowledge workers from 15 North American credit unions.

Knowledge hiding and knowledge sharing belong to unique yet possibly overlapping constructs. Individual employees believe that they engage in knowledge hiding to a lesser degree than their co-workers. The availability of knowledge management systems and knowledge policies has no impact on intra-organizational knowledge hiding. The existence of a positive organizational knowledge culture has a negative effect on intra-organizational knowledge hiding. In contrast, job insecurity motivates knowledge hiding. Employees may reciprocate negative knowledge behavior, and knowledge hiding promotes voluntary turnover.

Managers should realize the uniqueness of counterproductive knowledge behavior and develop proactive measures to reduce or eliminate it.

Counterproductive knowledge behavior is dramatically under-represented in knowledge management research, and this study attempts to fill that void.