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1 – 10 of over 104000Margaret L. Sheng and Saide Saide
This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B…
Abstract
Purpose
This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.
Design/methodology/approach
The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.
Findings
The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).
Practical implications
Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.
Originality/value
This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.
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Hamzah Elrehail, Raed Aljahmani, Abdallah Mohammad Taamneh, Abdallah Khalaf Alsaad, Manaf Al-Okaily and Okechukwu Lawrence Emeagwali
This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating…
Abstract
Purpose
This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance.
Design/methodology/approach
Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied.
Findings
The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style.
Originality/value
A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.
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Divya Mishra and Nidhi Maheshwari
With the advent of Internet technologies, shorter product life cycles and increasing competition, organisations have started looking for innovation sources outside the…
Abstract
Purpose
With the advent of Internet technologies, shorter product life cycles and increasing competition, organisations have started looking for innovation sources outside the organisational boundaries. The external community of crowds can be used as a valuable source of co-creation in a company's innovation process to generate value. Despite its growing popularity, organisations often face difficulty capturing value from crowdsourcing due to the lack of proper mechanisms behind crowdsourcing-based value co-creation between a crowd and an organisation and their impact on organisational learning and innovation performance. The present study seeks to understand the crowdsourcing-based co-creation mechanism that influences knowledge transfer effectiveness and the organisation's absorptive capacity, resulting in improved innovation performance.
Design/methodology/approach
The model was empirically tested using online survey data received from 300 managers of IT firms. Partial least squares structural equation modelling was used to test the model.
Findings
The empirical results reveal that crowdsourcing-based value co-creation causes structural, cognitive and relational linkages between a crowd and a firm, among which crowdsourcing-based cognitive linkage contributes more to organisational value capture. Further, an organisation's effective knowledge transfer and absorptive capacity play an important role in influencing the crowdsourcing-based-co-creation organisational learning-innovation performance framework.
Originality/value
This is the first and foremost study that has developed an integrated model using social capital dimensions to understand the entire mechanism behind crowdsourcing-based value co-creation between a crowd and an organisation and their impact on organisational learning and innovation performance. The study provides organisations with theoretical and practical implications of using crowdsourcing as a value co-creation tool and its effects on enhancing organisational learning and value capture.
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Yue Zhang, Shanshan Wang, Tayyaba Akram and Yuxiang Hong
The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes…
Abstract
Purpose
The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes and get mutual benefit via knowledge-based view (KBV).
Design/methodology/approach
Based on KBV, the authors conduct a multiple-case study of five SMEs in China to embrace the knowledge co-creation practice using semi-structured interview, organizational documents and onsite observation.
Findings
This study highlights how SMEs leverage their strengths to engage stakeholder to co-create knowledge and practice for the better capturing and utilization of external and internal knowledge. The authors identify three processes of knowledge co-creation for SMEs based on knowledge sharing, knowledge integration and knowledge application in the B2B context. This study finds that SMEs engage their stakeholders in knowledge sharing by building and maintaining trust. The knowledge integration process was driven by the owner’s openness. Mutual learning facilitates the knowledge application process of SMEs.
Research limitations/implications
This study relies on a limited number of case studies and considers only firms’ perspective to analyze the SMEs co-create knowledge with their stakeholders. Further studies could examine the challenge of knowledge co-creation in multiple stakeholders’ relationships in B2B contexts, i.e. in relation to product and service innovation with complexity and uncertainly.
Practical implications
Managers need to make choices when designing knowledge co-creation process in collaborative product development activities. The use of online and offline approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge co-creation and effective of knowledge leakage.
Originality/value
The conceptualization of knowledge co-creation as knowledge sharing and knowledge integration and knowledge application extends existing perspective on knowledge co-creation as either a transfer of knowledge or as revealing the novel situation of pertinent knowledge with entirely assimilate it. The findings point to the complexity of knowledge co-creation as a process influenced by stakeholder engagement, perspectives on knowledge, trust of multiple stakeholders, openness of firm boundaries and mutual learning of SMEs with their stakeholders.
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Kuang‐Hsun Shih, Chia‐Jung Chang and Binshan Lin
The purpose of this paper is to examine the empirical studies on knowledge creation and intellectual capital (IC) to generalize the important factors concerning knowledge creation…
Abstract
Purpose
The purpose of this paper is to examine the empirical studies on knowledge creation and intellectual capital (IC) to generalize the important factors concerning knowledge creation and IC of banks. The major purpose is to explore the relationship between knowledge creation and IC through the construction of the correlation patterns between these two elements.
Design/methodology/approach
This paper adopts the knowledge management (KM) measurement to examine the formats of knowledge creation on evaluation of relationship between different elements in the IC of banks by structural equation modeling.
Findings
The performance of knowledge creation has significant influence on the accumulation of subsequent human capital. Cognitivists and connectivists are considered the main knowledge creators in the banking industry. The performance of human capital exhibits significant influence on structural capital and customer capital. The performance of customer capital reports significant influence on the formation of structural capital.
Research limitations/implications
The ability to create knowledge is highly relevant to IC in the banking industry. Companies should define their own robust mechanisms for knowledge creation to improve their ability in knowledge creation. Knowledge creation in banks should focus on the exchange and sharing of information. It is suggested that the usual approach adopted by banks is brainstorming and workshops, and the connecting approach is team‐oriented.
Practical implications
The managers in the banking industry should identify the ways to cultivate in‐depth contents of IC and have comprehensive development on IC to create differentiated advantages and boost corporate competitiveness.
Originality/value
The importance of tangible assets is waning and has been gradually shifting to knowledge and IC, and thus, KM has become an important strategy in corporate competition. Organizations have been redefined as platforms that can create knowledge and accumulate intangible, IC.
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Anders Richtnér and Pär Åhlström
The purpose of this paper is to examine the role of top management control in stimulating innovation through their effect on the creation of knowledge in new product development…
Abstract
Purpose
The purpose of this paper is to examine the role of top management control in stimulating innovation through their effect on the creation of knowledge in new product development (NPD) projects. Top management has a crucial role in stimulating innovation in companies, in particular as top managers affect knowledge creation through their interaction with project teams before and during an NPD project, which can of course affect innovation.
Design/methodology/approach
Through comparative case‐based research in two companies in high‐velocity industries, chosen through theoretical sampling, the authors have studied six NPD projects.
Findings
The control top management exercise over an NPD project influences the creation of knowledge in different ways, both hampering and facilitating knowledge creation. In particular, this control focuses on explicit knowledge, and not tacit knowledge, which may reduce the overall capacity for knowledge creation and ultimately innovation.
Research limitations/implications
The results are considered to be generalizable within high‐velocity industries. In terms of future research the results should be tested in other industries using either case‐based research or by increasing the sample and doing survey‐type research.
Practical implications
The advice, or perhaps challenge, for managers is to know when to exercise control, when not to and what type of control to exercise. In particular the paper highlights the importance of managers not solely controlling projects by focusing on explicit knowledge in the project, but also by understanding that tacit knowledge is necessary in order to facilitate knowledge creation and innovation.
Originality/value
The paper helps clarify the relationship between top management control and knowledge creation by specially examining how and why top management control hampers or facilitates knowledge creation.
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Anil Kumar Goswami and Rakesh Kumar Agrawal
The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also…
Abstract
Purpose
The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation.
Design/methodology/approach
The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling.
Findings
The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation.
Research limitations/implications
The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers.
Practical implications
This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation.
Originality/value
This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.
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ChienHsing Wu, Shu-Chen Kao and Chia-Hung Shih
This paper aims to examine the role of the creation task–technology fit (CTTF) in the knowledge creation performance (KCP). The creation task features represented by goal-driven…
Abstract
Purpose
This paper aims to examine the role of the creation task–technology fit (CTTF) in the knowledge creation performance (KCP). The creation task features represented by goal-driven, goal-free and goal-frame modes (GDM, GFM and GRM) and information and communication technology (ICT) supportive features are considered. The moderation effect of cognitive style represented by analytical and intuitive styles is explored. Contributions and implications are addressed.
Design/methodology/approach
The literature review on creation task, ICT, cognitive behavior and fit theory, and the research gap with respect to the antecedents of KCP are presented. The research arguments are then hypothesized and the research model developed to describe that the proposed role is examined empirically.
Findings
Research findings are obtained on the basis of the data analysis of 258 valid subjects from research institutes as well as manufacturing and service industries. The effect of CTTF on creation outcomes is significantly confirmed. The ICT supportive functions are unlikely significantly related to CTTF for the analysis-styled group, but the intuition-styled group shows a likely significance because of the different means of dealing with information and knowledge processing. The analysis-styled group disagrees with the significant link of the GDM with CTTF, whereas the intuition-styled group presents the significant effects of GDM, GFM and GRM on CTTF.
Originality/value
The unique features of knowledge creation differentiate it from other tasks. With respect to whether the knowledge creation task presented by goal is defined or not, and how ICT better suits the creation task features to benefit the creation outcomes are yet to be discussed. The individual cognitive style is confirmed to alternate the effect of ICT and GDM on CTTF in the proposed model. The research findings are particularly obvious because a transition gap, less covered by the literature, might exist with regard to the perception connection of knowledge creation service providers, agencies, consultants and context creators.
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Abdoulaye Kaba and Chennupati K. Ramaiah
The purpose of this research paper is to report about an investigation on the relationship between knowledge acquisition and knowledge creation to find out whether knowledge…
Abstract
Purpose
The purpose of this research paper is to report about an investigation on the relationship between knowledge acquisition and knowledge creation to find out whether knowledge acquisition can predict knowledge creation. The study measures the concept of knowledge acquisition through the faculty use of knowledge acquisition tools and reading knowledge sources while measuring the concept of knowledge creation through the faculty use of knowledge creation tools and publishing knowledge sources.
Design/methodology/approach
The population of the study is faculty members in the United Arab Emirates (UAE). The sample of the population consisted of 300 faculty members affiliated with 26 universities and colleges. Data was collected from the sample through questionnaire instrument. Stated hypotheses and Mathew’s theory of knowledge consumption–production correlation are tested and verified through correlation matrix and regression analysis.
Findings
Findings of the study revealed that the use of knowledge acquisition tools by faculty members has a positive effect on the use of knowledge creation tools and on publishing knowledge sources. Likewise, reading knowledge sources appeared to have a positive impact on the use of knowledge creation tools and publishing knowledge sources. Accordingly, the study confirmed the stated four hypotheses. Moreover, the results of the study supported the theory of knowledge consumption–production correlation and strongly confirmed the prediction of knowledge creation through the use of information and communication technology (ICT) tools for knowledge acquisition and reading knowledge sources.
Practical implications
Findings of the study appeal to the decision-makers and stakeholders of academic institutions to make effective investment in ICT facilities and knowledge sources to improve knowledge creation among faculty members.
Originality/value
Not many studies have investigated how knowledge acquisition can predict knowledge creation in the academic environment. This paper contributes to the understanding of the relationship between knowledge acquisition and knowledge creation in academic settings. Findings of the study can be an important reference for providing and improving knowledge sources, knowledge acquisition tools and knowledge creation tools in the academic environment.
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Anil Kumar Goswami and Rakesh Kumar Agrawal
The purpose of this study is to empirically investigate the influence of shared goals and hope on knowledge sharing and knowledge creation in organizations. Furthermore, it…
Abstract
Purpose
The purpose of this study is to empirically investigate the influence of shared goals and hope on knowledge sharing and knowledge creation in organizations. Furthermore, it examines the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.
Design/methodology/approach
This study has used quantitative research methodology wherein the data have been collected from 221 employees of information technology (IT) companies in India using survey questionnaire. Structural equation modelling has been applied to test the hypotheses of the study.
Findings
The findings of the study reveal that shared goals and hope positively influence knowledge sharing and knowledge creation. Shared goals also affects hope positively. Further, hope acts as a mediator between shared goals and knowledge sharing and between shared goals and knowledge creation.
Research limitations/implications
This study is a cross-sectional study conducted in IT companies in India. It can be supplemented by future studies through qualitative approaches and longitudinal data collection.
Practical implications
The study makes a significant contribution to literature by considering shared goals and hope as antecedents of knowledge sharing and knowledge creation. It provides directions to managers to focus on various interventions to strengthen shared goals and hope amongst employees to motivate them to share and create knowledge that can help the organization to get sustainable competitive advantage.
Originality/value
To the best of authors’ knowledge, this study is an early study conducted to examine the influence of shared goals and hope on knowledge sharing and knowledge creation. Further, hardly any study has examined the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.
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