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This paper aims to examine how the different dimensions of project members’ intra-organizational social capital – cognitive, affective and relational – facilitate knowledge integration in project-based organizations, and how knowledge integration, in turn, impacts explorative and exploitative learning.

Based on an analysis of 129 R&D Spanish organizations, the study analyzes the interconnections between the different dimensions of social capital and how they affect to knowledge integration as antecedent of explorative and exploitative learning in project-based organizations.

Results confirm that knowledge integration is beneficial for both exploratory and exploitive learning and thus that R&D organizations may be thus ambidextrous in their knowledge management. Related to the three dimensions of social capital, only the cognitive dimension (shared vision) has a significant impact on knowledge integration. However, the analysis confirms the interconnections between the three dimensions of social capital: the relational dimension (social interaction ties) and the cognitive dimension (shared vision) have significant effect on the relational one (trust), and the relational dimension also has an influence on the cognitive dimension. The model proposed in this study thus shows an acceptable capacity to discern the different influence of the dimensions of internal social capital on knowledge integration and, subsequently, ambidextrous learning.

This paper examines the importance of intra-organizational social capital, in terms of their cognitive (shared vision), relational (trust) and structural (social interaction ties) dimensions, for explorative and exploitative learning in project-based organizations. The analysis takes the baton of previous literature where is suggested that the three dimensions of social capital are interlocked and not just need to be considered simultaneously.

This paper analyzes how organizations may use different knowledge management styles according to higher or lower emphasis on (1) techno‐structural initiatives for information processing, and (2) behavioral solutions for knowledge sharing by organizational members. As a consequence, the effects of these styles on learning capacity are also different. The empirical analysis of the present study found that knowledge management practices can be categorized into four styles: (1) passive, (2) behavioral, (3) techno‐structural, and (4) active. The active style, which implies superior management of both techno‐structural and behavioral tools of knowledge management has been the most effective in the development of learning capacity. In contrast, the passive style, which implies weak management of both kinds of knowledge management initiatives, results in lower learning capacity. Hence, this work focuses on suggesting and empirically testing a characteristic framework for how a set of knowledge management initiatives interact and influence learning capacity in organizations.

There has been little research that includes reliable deductions about the positive influence of learning capability on business performance. For this reason, the main objective of the present study is to empirically explore the link between learning capability in organizations and business performance evaluated in both financial and non‐financial terms.

Using data from 111 Spanish companies, research was conducted through a structural equation modelling. In doing so, a measurement model was conducted for the main constructs – learning capability, financial performance and non‐financial performance‐ and examine the paths between them.

The analysis shows the positive link existing between: learning capability and non‐financial performance; and non‐financial performance and financial performance.

This is a detailed empirical examination of learning capability as a source of performance in organizations. It should be of value to all those who think about the role of learning processes and knowledge in organizations, and who care about their effects on competitiveness.

The purpose of this paper is to obtain from paradox a novel lens to elucidate the connections between knowledge management (KM) and product development as a knowledge intensive process. By focusing on the “social side” of KM, it is proposed that different KM orientations can emerge as a result of higher or lower emphasis on both cultural and structural enablers. These KM orientations generate specific potential to manage the tension and paradox of managing both knowledge exploration and knowledge exploitation knowledge during product development.

Empirical evidence is provided by performing survey research with data collected from 80 product development projects developed in Spain.

Results show that product development efforts can show three different KM orientations that significantly differ in their results in terms of knowledge exploration and, specially, knowledge exploitation. Moreover, product development requires a symbiosis between both cultural and structural enablers to best manage the paradox of exploration and exploitation.

The measurement items used can realistically be thought of as only proxies for an underlying and latent phenomenon that is neither fully nor easily measurable. Together with it, replies from multiple respondents would have ruled out potential drawbacks.

The purpose of this paper is to focus on one of the most recognized knowledge management enablers, information technology (IT), and explores how IT influences on knowledge base capabilities in product development – specifically knowledge exploitation and exploration.

The proposed hypotheses are empirically tested through the analysis of 80 product developments, and valid and reliable measures for each variable are developed. The research methodology uses a two‐step approach.

The study shows that product development processes can be categorized within three IT configurations: balanced IT configuration, convergent‐based IT configuration and divergent‐based IT configuration. These results show that differences in IT configurations in product development may lead to differences in terms of knowledge exploitation and show the advantages of the balanced IT configuration that combines both dimensions of IT.

The sample size is not large and the scope of this study is limited to firms located in the Madrid area, Spain. The measurement effort represents an advance for research but, nonetheless, they measure facts that are neither fully nor easily measurable. All data were collected from the same respondent, using the same perceptual measurement technique.

This paper suggests that product development managers would be advised to consider knowledge based goals when selecting their IT tools. It also highlights that product development efforts should not involve an excluding trade‐off between the convergent and the divergent dimensions of IT (whereby one is at the expense of the other), but a balance of both dimensions.

The paper differs from previous research in a number of important ways. First, it focuses on benefits to product development. Second, it measures the impact of IT on knowledge base capabilities. Third, it focuses on the configuration of IT and an evaluation of how different configurations impact on different types of knowledge based capabilities.

The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions.

The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms.

The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions.

Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

This study aims to look at the current state of academic research on innovative work behavior (IWB) and how far it has progressed by using key performance analysis and science mapping techniques of bibliometric analysis.

This study has analyzed 246 publications from Web of Science database on IWB from 1989 to 2021. Data were analyzed using MS Excel and VOSviewer.

There has been a rise in the number of academic studies on IWB during the past decade. In addition, it was discovered that a significant percentage of papers had multiple authors working together on them and that collaborations between institutes in Asia and the developed world are taking place.

IWB research trends and trajectories may be assessed to enable academics and practitioners better understand the current and future trends and research directions. Future studies in this field might use the findings as a starting point to highlight the nature of the topic.

Bibliometric techniques provide a far more comprehensive and reliable picture of the field. This article has the potential to serve as a one-stop resource for researchers and practitioners seeking information that can aid in transdisciplinary endeavors by leading them to recognized, peer-reviewed papers, journals and networks.

The purpose of this paper is to analyze the life history of the Spanish Generation X over the last five decades.

Considering that the generational cohort concept can be identified from the marketing side as a market segment, this paper proposes to analyze the socio-economic and cultural context that has marked the different life stages of Generation X, and how they have related to brands according to their needs, desires and aspirations.

The results show that the customer journey can be considered a circular concept. The customer’s relationship with the brand can begin in childhood and continue into adulthood, such that the emotional relationship established with the brand as a child influences purchase decisions in adulthood.

Although limited to the analysis of Generation X and its relationship with brands, this paper shows the importance of knowing the socio-economic, legal and cultural context of a generation.

As a business implication, the importance of remarketing is evident as a business strategy that reinforces the emotional connection between the brand and the different generations.

From a social point of view, this paper shows the power of brands as an element of self-expression of the needs, tastes or preferences of individuals is evident.

This paper offers a different and innovative vision of the customer journey, taking into account the individual’s life cycle, and the way in which at each stage of life, he/she relates to brands in a different way.

The purpose of this paper is to analyze the quintessential methodology of the international development (ID) projects, the logical framework approach (LFA), to find out which changes are required to increase the level of effectiveness of these projects.

This research presents a thorough review of literature relating to the evolution of the LFA. This theoretical analysis formed the basis for a closed-ended questionnaire on the methodology and how it could be improved, from which the responses of 56 project managers experienced in the LFA were collected. Data were statistically analyzed through correlation matrix and ANOVA analysis by SPSS software. The questionnaire included a last open-ended question where professionals suggested how they would develop the methodology, opening a new path to effectiveness through participative approaches.

The research reveals that the LFA needs to be improved, and points to the next steps in the evolution of this mature methodology. An interesting insight is that although some suggestions are broadly accepted, such as the integration of risk management, other proposals could be open to further discussion depending on the organization.

The main weakness is related to the sample, which is reduced to 56 project managers from the same country (Spain).

Since interventions for development are made by practitioners, considering their suggestions to improve the LFA is a major step to enhance the management of ID projects.

The purpose of this study is to critically synthesize and integrate conceptual and empirical research on the behavioral perspective on corporate social responsibility (CSR) and explain why it is useful and necessary, especially in the wake of the COVID-19 pandemic. The authors explain why CSR can result in both positive and negative outcomes and provide future research directions and recommendations for practice and policymaking.

This study focuses on critical literature review and synthesis.

CSR policies in response to COVID-19 are created by organizations but are implemented by individual employees. The way employees perceive and react to CSR actions are key determinants of CSR’s implementation and success. CSR can be embedded within or peripheral to a firm’s core functioning. While embedded CSR is linked to several positive outcomes if correctly implemented together with employees, peripheral CSR is linked to “the dark side” of CSR and can result in negative employee outcomes.

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

CSR research has focused mostly on why and when firms choose to engage in CSR. A behavioral perspective on CSR facilitates, through an employee-centric conceptual framework, a deeper understanding of when and why employee reactions lead to positive and unintended negative outcomes, especially during the COVID-19 pandemic.

Sintetizamos críticamente e integramos la investigación conceptual y empírica sobre la perspectiva conductual de la responsabilidad social corporativa (RSC) y explicamos por qué es útil y necesaria, especialmente a raíz de la pandemia del COVID-19. Explicamos por qué la RSC puede dar lugar a resultados tanto positivos como negativos y sugerimos propuestas para investigaciones futuras y recomendaciones para la práctica empresarial y la formulación de políticas.

Revisión crítica y síntesis de literatura.

Las políticas de RSC en respuesta a COVID-19 son creadas por organizaciones, pero implementadas por empleados. La forma en que los empleados perciben y reaccionan a las iniciativas de RSC es clave para la implementación y el éxito de la RSC. La RSC puede integrarse o ser periférica al funcionamiento central de una empresa. Si bien la RSC integrada está vinculada a varios resultados positivos si se implementa correctamente junto a los empleados, la RSC periférica está vinculada al “lado oscuro” de la RSC y puede generar resultados negativos para los empleados.

La investigación de la RSC se ha centrado principalmente en cuándo y por qué las empresas eligen participar en la RSC. Una perspectiva conductual de la RSC facilita, a través de un marco conceptual centrado en los empleados, una comprensión más profunda de cuándo y por qué las reacciones de los empleados a la RSC conducen tanto a resultados positivos como a resultados negativos no deseados, especialmente durante la pandemia de COVID-19.

Utilizando el telón de fondo de la pandemia de COVID-19, detallamos (1) los tipos de acciones de RSC que los gobiernos y las organizaciones pueden implementar y su relativa efectividad; (2) por qué la RSC de arriba hacia abajo y de “talla única” no funciona; (3) cómo las empresas pueden utilizar las prácticas de gestión de recursos humanos para volver a involucrar a los empleados mediante la búsqueda de significado en el trabajo; y (4) el “lado oscuro” de la RSC.

Sintetizamos e integramos criticamente a pesquisa empírica e conceitual sobre a perspectiva comportamental da responsabilidade social corporativa (RSC) e explicamos por que ela é útil e necessária, especialmente após a pandemia do COVID-19. Explicamos por que a RSC pode levar a resultados positivos e negativos e sugerimos propostas para pesquisas futuras e recomendações para práticas de negócios e formulação de políticas.

Revisão crítica e síntese da literatura.

As políticas de RSC em resposta ao COVID-19 são criadas por organizações, mas implementadas pelos funcionários. O modo como os funcionários percebem e reagem às iniciativas de RSC é a chave para a implementação e o sucesso da RSC. A RSC pode ser integrada ou periférica à operação central de uma empresa. Enquanto a RSC integrada está vinculada a vários resultados positivos se implementado corretamente junto com os funcionários, a RSC periférica está vinculada ao “lado sombrio” da RSC e pode levar a resultados negativos para os funcionários.

A pesquisa em RSC se concentrou principalmente em quando e por que as empresas optam por participar da RSC. Uma perspectiva comportamental da RSC fornece, através de uma estrutura conceitual centrada no funcionário, uma compreensão mais profunda de quando e por que as reações dos funcionários à RSC levam a resultados negativos positivos e indesejados,especialmente durante a pandemia de COVID-19.

Usando o pano de fundo da pandemia do COVID-19, detalhamos (1) os tipos de ações de RSC que governos e organizações podem implementar e sua relativa eficácia; (2) por que a RSC de cima para baixo e tamanho único não funciona; (3) como as empresas podem usar as práticas de gerenciamento de recursos humanos para reativar os funcionários buscando significado no trabalho; e (4) o “lado sombrio” da RSC.