Search results

The purpose of this paper is to elucidate how the advice-giving affects innovative capability by involving knowledge exchange and combination as a mediator and contextual ambidexterity as an important contingency.

Based on a survey of 96 Chinese teams, a set of hypotheses was tested using regression analyzes.

The findings showed that contextual ambidexterity moderates the indirect effect of advice-giving on innovative capability through knowledge exchange and combination. When contextual ambidexterity is high, workers engage in more knowledge exchange and combination for the team at intermediate levels of advice-giving, the indirect effect of advice-giving at low levels and at high levels exist. When contextual ambidexterity is low, there is no indirect effect of advice-giving at any level.

Managers should be aware of the inverted U-shaped relationship between advice-giving and innovative capability and strengthen the construction of contextual ambidexterity.

This paper makes up for the theoretical gap between advice-giving and innovative capability. Furthermore, it provides a theoretical reference for practitioners to improve their innovative capability.

This study extends the literature on top management team (TMT) diversity and innovation by introducing entrepreneurial passion diversity as an important TMT affective component in determining firm innovation performance. This paper draws on the knowledge-based view and proposes that TMT passion diversity, in terms of intensity separation and focus variety, may hinder the process of knowledge creation, and, in turn, reduce firm innovation performance.

The authors conduct a questionnaire survey using a simple random sampling technique and collect data from 195 small- and medium-sized enterprises in China. Ordinary least squares regression and a structural equation model are applied to test the hypotheses.

This study finds that TMT passion intensity separation has a negative effect on firm innovation performance via knowledge exchange and knowledge combination. TMT passion focus variety has a negative effect on firm innovation performance via knowledge combination.

This study highlights the affective diversity of entrepreneurial passion in TMTs and clarifies the detrimental role of TMT entrepreneurial passion diversity in innovation and knowledge creation. It contributes new insights to the literature on TMT diversity, knowledge management and entrepreneurial passion.

The purpose of this study is to identify organizational cultural factors and overarching themes on emergency management evident across the Facebook page of an emergency management organization. This study also aims to understand the dimensions of social capital that influence the reputation of emergency management organization using the lens of organizational culture.

The organizational cultural factors defined in the literature were used to classify content posted by the organization during a six-month period. The posts were read and analyzed thematically to determine the overarching themes evident across the collected posts. The dimensions of social capital defined in the literature were used to determine its influence on the reputation of an emergency management organization.

The organizational cultural factors that emerged from the analysis are openness and future orientation without any evidence on risk-taking and flexibility. An analysis of cultural factors indicates that organizational culture facilitates knowledge exchange and knowledge combination. The key themes embedded in the organization's posts are emergency preparedness, communication devices for emergency management, coordination and admiration. The dimensions of social capital that influenced the reputation of emergency management organization were group characteristics, volunteerism, generalized norms and togetherness. Though previous studies have found the influence of culture on social capital, this study extends those findings by identifying the dimensions of culture (i.e. openness and future orientation) that reflects the social capital dimensions (i.e. generalized norms and group characteristics) in an organizational setting.

This study contributes to theory on the identification of cultural factors from content posted by emergency management organizations on a public social networking site (SNS). The organization benefited in terms of its reputation through the dimensions of social capital which are group characteristics, volunteerism, generalized norms and togetherness. One of the organizational reputation dimensions that was evident in this study was moral reputation which is a contribution of this study.

Among the guiding principles of Sendai Framework for Disaster Risk Reduction, three guiding principles were evident in the posts of the emergency management organization. These principles which represent the practical implications of this study are disaster risk reduction through cooperation, inclusiveness of minority community members and implementing cost-effective and sustainable development policies for future through investment.

Previous studies have examined organizational culture in general, but to date there has been very little research into determining cultural factors that facilitate knowledge exchange and knowledge combination. This is also a unique study which identified the dimensions of social capital and organizational reputation in emergency management.

The purpose of this study is to investigate the factors that influence the development of human capital by examining the interplay between different organizational mechanisms, including leadership, organizational culture and human resources management (HRM) practices. This study aims to enhance our understanding of how knowledge exchange influences human capital, with a specific focus on the unique context of Dubai, an area and context that have been underexplored in this research domain.

This study used a survey-based approach, involving 611 participants working across different sectors based in Dubai. This study used partial least squares structural equation modeling as the statistical analysis method.

The results of the study indicate that leadership behaviors have a predictive influence on organizational culture. In turn, organizational culture significantly affects knowledge exchange. Additionally, the study reveals that commitment-based HRM practices play a significant moderating role in the relationship between organizational culture and knowledge exchange.

This study contributes to the existing literature by providing valuable insights into the interplay between leadership, organizational culture and commitment-based HRM practices. By exploring these factors and their influence on knowledge exchange and human capital, the study enhances both the theoretical understanding and practical application in this field.

The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX).

Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses.

Even though the authors observed a positive relationship between employees’ knowledge donating and managers’ knowledge collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships.

The data were cross-sectional, thus prohibiting causal inferences.

SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors.

Given the importance of knowledge-sharing processes, a better understanding of the conditions under which knowledge donating related to knowledge collecting is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how SLMX moderates the association between knowledge donating and knowledge collecting.

This study aims to create and deploy new configurations of resources via understanding issues concerning generative knowledge integration (KI) to create a customer‐centric relationship management system.

A qualitative case study of a public‐listed housing developer was conducted to analyze its main issues and conceptualize the underlying generative knowledge integration process.

Issues concerning generating KI were identified from the case study. The conceptualization of generative KI encompasses three main generative KI mechanisms, knowledge conceptualization, knowledge convergence, and knowledge assimilation, that are connected by three generative KI processes: accessing and exchanging knowledge, articulating and exchanging knowledge, and combining and exchanging knowledge.

The importance of understanding the concept of generative knowledge integration for practitioners is emphasized, and suggestions are given to promote the deployment of knowledge integration generation throughout system development.

The research conducted is unique in that a new model of generative knowledge integration is proposed, contributing to the knowledge integration literature in terms of the uncovering the three new generative KI mechanisms and processes.

The purpose of this paper is to explore the effects of product and process innovation on the relationships between knowledge combination capability and organizational performance.

The data were collected from small and medium‐sized enterprises (SMEs) belonging to the sector of Spanish technology‐based firms (TBFs). This study employs the structural equation model (SEM) to examine the relationships between product and process innovation, knowledge combination capability, and organizational performance.

The findings of this study suggest, first, that knowledge combination capability has a significant impact on product and process innovation. Second, product and process innovation mediate the relations between knowledge combination capability and organizational performance.

The sample includes only firms in the technology sector; future studies could analyze another kind of organization. Further studies might also use a wider sample that encompasses several countries.

This paper implies that, to achieve better performance in technology SMEs, the managers should focus more on knowledge combination capability to improve innovation, as this is the key to excellent business performance.

This study contributes to the literature on innovation and knowledge. It examines the mediating effects of product and process innovation, knowledge combination capability, and organizational performance in technology SMEs. The research demonstrates empirically that innovation strengthens the effect of knowledge on firm performance in the sector studied.

This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing researchers to capture more of the nuances of the client–vendor relationship in IT outsourcing arrangements.

The paper builds a comprehensive framework of social capital based on Nahapiet and Ghoshal (1998) to examine the IT outsourcing life cycle. Past research on IT outsourcing is examined applying the parameters of the framework to identify issues that have been addressed in research on IT outsourcing and to uncover the gaps in past research.

The social capital framework is applied to IT outsourcing which suggests new avenues for future outsourcing research.

While past research has identified success factors for IT outsourcing, a significant number of outsourcing arrangement still fail to meet expectations. The research agenda presented in this paper encourages an examination of IT outsourcing from a different perspective to determine how to successfully manage IT outsourcing.

The paper provides a new framework that is useful for identifying the relationships among past research in IT outsourcing as well as for identifying potential topics for future research.

The purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance.

To reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model.

The results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance.

An integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.

Coworking spaces use the idea of spatial co-location that improves communication and knowledge sharing among independent knowledge professionals. Fluid work structures and a sense of community can facilitate work satisfaction, creativity and entrepreneurship. Fundamentals to those positive outcomes are the knowledge sharing processes between users of coworking spaces. The purpose of this study is to explore the knowledge sharing processes in this setting where researchers still have very little understanding.

Based on an inductive research methodology, qualitative data were collected through observations and interviews with a variety of users (including freelancers, entrepreneurs and firms) incumbent in various coworking spaces in Germany.

Co-location of individuals in coworking spaces is first about physical proximity and second about socialization and collaboration opportunities, which then advance cognitive proximity. Thus, co-location can facilitate tacit knowledge exchange, ignite the social disembodiment of ideas, synthesize domain-related knowledge sharing and promote inter-domain learning. The institutionalization of knowledge management services will allow coworking spaces to increase these positive outcomes.

Findings of this study are interesting for managers of shared spaces and traditional firms that use spatial co-location. The authors propose institutionalized knowledge management services to enable multifaceted and multidisciplinary knowledge creation in organizations.

This paper sheds light on the role of spatial co-location in knowledge sharing processes among independent knowledge professionals in shared office spaces. Thereby, this study provides valuable insights into a phenomenon that has received little attention even though its practical importance is high.