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The purpose of this paper is to measure the separate and interrelated effects of three aspects of intellectual capital (human, social and organizational capital) on innovation generation and adoption.

Data were collected from 318 respondents’ of chemical firms. This study used multiple regression analysis to analyze the influence of human, organizational and social capital on innovation generation and adoption.

Results suggest that organizational capital exerts significantly positive impact on innovation adoption. In the same vein, social capital exerts significantly positive impact on both innovation generation and adoption. Moreover, interaction of social capital further strengthens the influence of organizational capital on innovation adoption. Contrary to hypotheses, human capital does not exert significant influence on innovation generation. However, interaction of social capital further strengthens the impact of human capital on innovation generation.

Findings offer implications for modern managers to utilize the knowledge that resides in firm’s different locations. It also enhances managerial ability to identify and apply these knowledge resources to expedite innovation generation and adoption.

Innovation generation and adoption plays a critical role in firm’s acquiring success and competitive advantage, yet the influence of intellectual capital on innovation generation and adoption mostly remains as unexplained puzzle. This study contributes to knowledge-innovation literature by examining the missing link between different types of knowledge and innovation generation and adoption. It also helps to comprehend the enabling factors through which firms capitalize upon, and obtain, a sustainable competitive advantage.

The punctuated equilibrium model (PEM) is an influential model of organizational change that can both advance theory and guide managerial action. However, with the exception of Romanelli and Tushman’s (1994) study of minicomputer firms, the core assertion of the PEM – that fundamental organizational change would occur through brief, discontinuous, and simultaneous changes in all domains of organizational activity and not through incremental and asynchronous changes – has not been tested in longitudinal, large-sample research. We examined the event histories of 50 bank holding companies in the U.S. between 1975 and 1995, replicating Romanelli and Tushman’s test of the PEM in a less turbulent industry environment. Additionally, we examined the consequences of organizational transformation on subsequent firm performance, an aspect of the PEM that has seldom been studied. We found that both revolutionary and non-revolutionary change patterns were common means to accomplish organizational transformation. We also found that the installation of a new top executive not previously affiliated with the company and major shifts in the regulatory environment increased the likelihood of revolutionary transformation. Whereas severe performance declines before transformation decreased the likelihood of organizational transformation, the occurrence of revolutionary transformation did not significantly influence subsequent organizational performance.

The purpose of this paper is to present a critical review of research in information and equipment technology adoption in the construction industry. The study also aims to formulate a conceptual framework of the different stages in the adoption process identify gaps in the existing literature and to provide a holistic picture of contemporary research in technology adoption in construction research literature.

A generic framework is initially proposed containing the fundamental concepts of “pre-adoption”, “adoption” and “post-adoption”. The review separates the literature according to three key perspectives: “socio-economic”; “managerial”; and “psychological”. The applicability of the existing approaches to the construction context is discussed, and then a new conceptual framework for construction is developed.

Significant gaps in the understanding of construction technology adoption are identified that provide an interesting agenda for future research. A Construction Technology Adoption Framework is presented, which draws together all of sub-processes involved in technology adoption. This framework covers key activities of both the vendor and the customer.

The study has been restricted to information technologies and construction equipment technology. Other construction technologies, such as formwork systems, have not been examined.

The new framework provides a direction for research into the technology adoption process including key sub-processes and potential research areas. The framework also assists vendors to influence customers’ decision-making processes, and guides new customers in setting up their own decision procedures.

This paper departs from earlier research by focusing on information and equipment technology adoption rather than innovation adoption in general. In addition, this paper considers both sides of the adoption equation (vendor and customer), which is in contrast to previous binary studies which considered one side or the other. It delineates the boundaries of different concepts such as diffusion, adoption, acceptance and implementation, which have been interchangeably used in previous studies. This paper introduces the concept of dissemination to construction, which has previously been investigated in other industries.

The purpose of this paper is to review current literature on knowledge management processes considering the relationship between the key knowledge processes of acquisition, sharing, storage, codification, creation, application and different types of innovation, through a systematic literature review.

This study follows systematic review protocols for management and organisational sciences and analyses 45 full papers on knowledge management processes and innovation.

Results not only show that all knowledge processes can directly support innovation but also that other organisational variables (e.g. organisational learning, absorptive capacity) mediate this relationship. Moreover, knowledge creation and knowledge application appear as two central processes through which knowledge acquisition, sharing, codification and storage influence innovation. Knowledge acquisition and knowledge sharing are the most frequently studied knowledge processes. The majority of the sample papers present traditional innovation definitions (product vs process, radical vs incremental and technical vs administrative). However, organisational innovation, innovation capability and innovation performance approaches emerge from the papers’ analysis.

The present review includes major scientific papers; however, the search is limited to the Web of Science^TM platform.

This literature review analyses high-quality, peer-reviewed papers, following a systematic methodology that can be tested and updated. Papers were divided based upon the knowledge process(es) being analysed and the innovation type/approach, providing a twofold contribution to knowledge management and innovation literature.

Ulf Bengtsson works for Motorola Inc. as an Organization Effectiveness consultant. In this role he works in the area of change acceleration, organization design, and other strategic OD initiatives. His undergraduate degree is in Organizational Communication from Cleveland State University and he earned a Masters in Management and Organizational Behavior (concentration in OD) from Benedictine University. He has done award-winning papers and presentations and has numerous publications on topics including organizational behavior, organization development, and appreciative inquiry. A Swedish citizen, he now resides in Chicago. Ulf can be reached at: Ulfl@motorola.com.Allen C. Bluedorn (Ph.D. in sociology, University of Iowa) is the Emma S. Hibbs Distinguished Professor and the Chair of the Department of Management at the University of Missouri-Columbia. He has taught and studied management and the organization sciences, first at the Pennsylvania State University, then for the last 23 years at the University of Missouri-Columbia. These efforts have produced seven major teaching awards, over 30 articles and chapters, and his recently published book, The Human Organization of Time (Stanford University Press, 2002). He has served as president of the Midwest Academy of Management, as a member of the Organizational Behavior Teaching Society’s board of directors, as a representative-at-large to the Academy of Management’s board of governors, as associate editor of Academy of Management Learning and Education, and as division chair of the Academy of Management’s Organizational Behavior Division.David Coghlan is a member of the School of Business Studies at the University of Dublin, Trinity College, Ireland. His research and teaching interests lie in the areas of organisation development, action research, action learning, clinical inquiry, practitioner research and doing action research in one’s own organisation. His most recent books include Doing Action Research in Your Own Organization (co-authored with Teresa Brannick, Sage, 2001), Changing Healthcare Organisations, (coauthored with Eilish Mc Auliffe, Blackhall: Dublin, 2003) and Managers Learning in Action (eds. D. Coghlan, T. Dromgoole, P. Joynt & P. Sorensen, Routledge, 2004).Paul Coughlan is Associate Professor of Operations Management at the University of Dublin, School of Business Studies, Trinity College, Ireland where, since 1993, he has researched and taught in the areas of operations management and product development. His active research interests relate to continuous improvement of practices and performance in product development and manufacturing operations. He is President of the Board of the European Institute for Advanced Studies in Management, and a member of the board of the European Operations Management Association.Fariborz Damanpour received his Ph.D. from the Wharton School of the University of Pennsylvania. He joined the Graduate School of Management at the Rutgers University in 1985. Currently he is a professor at the Department of Management and Global Business of the Rutgers Business School, where he served as the chairperson of the management department from 1996 to 2002. Prior to his academic career, he worked as an engineer, an organizational development consultant, and the manager of a start-up unit in a large organization. His primary areas of research have been management of innovation and organization design and change. His papers have been published in several management and technology management journals including the Academy of Management Journal, Administrative Science Quarterly, IEEE Transactions on Engineering Management, Journal of Engineering and Technology Management, Journal of Management Studies, Management Science, Organization Studies, and Strategic Management Journal. He serves on the editorial boards of the IEEE Transactions on Engineering Management, Journal of Engineering and Technology Management, and Journal of Management Studies.Joyce Falkenberg is Professor of Strategy and Associate Dean of the School of Management at Agder University College (HiA) in Kristiansand, Norway. She received a Ph.D. from the University of Oregon in 1984. Her dissertation focused on strategic change and adaptation as a response to changes in the environment. Her research has continued the focus on strategic change with an emphasis on implementation. Recent work has combined this emphasis with the strategy issues of congition, strategizing, and resource based perspective. Before coming to HiA in the summer of 2003, Joyce Falkenberg was a member of the faculty at the Norwegian School of Economics and Business Administration. She taught in many international programs, including NHHs Masters of International Business; executive masters programs in Russia and Poland; and held seminars in Latvia, China, Switzerland, and Germany. Falkenberg has served on the Executive Board of the Academy of Management Business Policy Division and on the Editorial Board of the Academy of Management Review.Mary A. Ferdig Ph.D., is Director of the Sustainability Leadership Institute in Middlebury, Vermont, a research and education organization dedicated to developing leadership capacity for building a more sustainable world. Her research interests focus on leadership for sustainable organizational and social change, grounded in complexity and social constructionist perspectives. She consults with leaders in not-for-profit and business sectors as well as teaching process consultation and leadership communication in the Management and Organizational Behavior Master’s program at Benedictine University and the Public Administration and Community Services program at the University of Nebraska, Omaha. She also serves as an External Examiner in the Doctoral Program in the Complexity Management Centre, Hertfordshire University, London, U.K.Robert T. Golembiewski is Distinguished Research Professor, Emeritus at the University of Georgia, where he is part of the Public Administration program. Bob G is an internationally-active consultant in planned change, and he is the only pracademic who has won all of the major research prizes in management: the Irwin in business, Waldo Award in PA, the NASPAA Award in public policy, two McGregor awards for excellence in the application of the behavioral sciences, and the ODI Prize for global programs in planned change.

The purpose of this study is to identify and characterize the role of both original equipment manufacturer (OEM) and module supplier (MS) knowledge in the smartphone industry. In particular, this study aims to evaluate which of the two actors possesses the knowledge that has the greatest impact on the market satisfaction.

This study explores and combines the concepts of modularity and knowledge management by investigating the patent portfolio of 16 leading smartphone OEMs and 144 MSs. The applied methodology is based on the content analysis of patent data to extract information on both OEM’s and MS’s component knowledge.

The results show that, although its components are purchased from external MSs, the OEM should preserve both a general and specific concentration of component knowledge, as well as on the end product, to achieve a greater market satisfaction. Moreover, a positive direct relationship was found for the MS between the general concentration of component knowledge and the market satisfaction.

The novelty of this study is to segment the knowledge of both the OEM and the MS on multiple levels. To the best of the authors’ knowledge, this is one of the first studies that investigates the end product and component knowledge of both actors by filtering patent data using text-mining techniques. The originality of this work is to intercept the relationship between the different shades of knowledge of each actor and the market satisfaction.

According to relational contract theory, relational governance has potential to improve public-private partnership (PPP) infrastructure project sustainability. The main purpose of this research is to investigate the association between relational governance and the sustainability of PPP infrastructure projects. Further, this study examines the mediating effect of managerial innovation and the moderating role of public involvement.

Research data were collected from 158 valid questionnaires completed by Chinese PPP professionals. Structural equation modeling (SEM) was then employed to test five hypotheses.

Results indicate a positive correlation between relational governance and PPP infrastructure project sustainability. This linkage is regulated by public involvement. In addition, managerial innovation plays a mediating role between relational governance and the sustainability of PPP infrastructure projects.

This study verifies the relationship between relational governance and PPP infrastructure project sustainability, as well as intermediary and regulatory factors, providing a new approach to achieving sustainability in PPP infrastructure projects.

Despite the high operational and strategic potentials of radio frequency identification (RFID) technology, very few studies have been conducted about its role as enabler of supply chain integration to achieve high‐level operational efficiency. The purpose of this paper, therefore, is to be an initial effort towards bridging the existing knowledge gap in the literature.

This exploratory research was conducted in one retail supply chain. A multi‐method approach combining a longitudinal real‐life case study and a methodology integrating several steps, including a “living laboratory” strategy was used and involved all members of a product line to analyze their contributing activities and their interface with other supply chain members; the aim being to explore the impact of RFID technology on inter‐and intra‐organizational processes and information systems.

The results provide support to the role of RFID as enabler of better integration of timeliness and accuracy data flows into information systems, business process optimization through automation, better system‐to‐system communication and better inter‐and‐intra‐organizational business process integration. Furthermore, they also validate the unique characteristics of RFID technology such as enabler of real‐time multiple tags items data collection and exchange within the supply chain and the read‐and‐write capability that may help, for example, to reuse some RFID tags within the supply chain and therefore reduce the cost related to the purchase of the said RFID tags. Finally, the study also reveals the importance of business process renovation and complementary investments during the adoption of RFID technology, in order to achieve high level of business value from the technology.

The paper is original in the sense that it provides some empirical support for the enabling role of RFID technology in allowing supply chain integration.