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1 – 10 of over 6000Wantao Yu, Chee Yew Wong, Roberto Chavez, Mark Jacobs and Lakshminarayana Nittala
This study aims to examine the relationship between the three dimensions of intellectual capital (IC), i.e. human, social and organizational, and supply chain resilience (SCR…
Abstract
Purpose
This study aims to examine the relationship between the three dimensions of intellectual capital (IC), i.e. human, social and organizational, and supply chain resilience (SCR) through testing a primary (mediation) and competing (moderation) model.
Design/methodology/approach
Structural equation modelling and regression analysis were used to test the mediation and moderation models using survey data from Chinese manufacturers.
Findings
Dual processes in which human, social and organizational capitals build SCR are revealed: all three IC components act as knowledge stocks for informing each other, and both organizational and social capitals act as intervention mechanisms that draw knowledge resided within individuals and collectively deploy/enrich such knowledge for responding to supply chain disruptions.
Practical implications
The empirical results provide useful and timely guidance to managers on how to leverage knowledge resources to develop resilience, which is particularly valuable in the current volatile environment.
Originality/value
By empirically testing both the mediation and moderation models, this study provides crucial evidence for advancing the understanding of how the three IC components may be managed to achieve SCR, which is of critical importance for addressing the many unprecedented disruptions facing global supply chains and economies.
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Jihye Oh, Seung-Hyun Han, Jia Wang and Seung Won Yoon
Drawing on the theories of social capital and leader–member exchange (LMX), the authors examined the moderated mediation relationships of psychological ownership and perceived…
Abstract
Purpose
Drawing on the theories of social capital and leader–member exchange (LMX), the authors examined the moderated mediation relationships of psychological ownership and perceived supervisory support on social capital and organizational knowledge.
Design/methodology/approach
To test the proposed model, the authors collected data from 522 employees working in large corporations in South Korea.
Findings
The authors found that (a) social capital was positively related to organizational knowledge sharing, (b) perceived supervisor support mediated the linkage between social capital and knowledge sharing and (c) psychological ownership moderated the indirect effect of social capital on knowledge sharing through perceived supervisor support, such that the indirect effect was stronger for employees with low rather than high psychological ownership.
Originality/value
This study sheds new light on how the nature of relationship between the leader and followers as well as individual's psychological ownership play a crucial role in knowledge sharing.
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Michele Stasa Ouzký and Ondřej Machek
The goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual…
Abstract
Purpose
The goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual orientation and external vs internal orientation, and their performance.
Design/methodology/approach
A structural equation model is developed and tested in a sample of 176 US family firms recruited through Prolific Academic.
Findings
The authors show that group vs individual cultural orientation fosters bonding social capital, while external vs internal cultural orientation fosters bridging social capital. In turn, family firm performance is only enhanced by bridging social capital, not bonding social capital, which appears to have neutral to negative direct performance effects. Nevertheless, it is noteworthy that bonding social capital facilitates the establishment of bridging ties, leading to overall positive performance outcomes.
Originality/value
The understanding of how organizational culture influences family business heterogeneity and performance, along with the clarification of how bonding social capital fosters or hinders performance, provides novel insights for researchers and practitioners seeking to understand the complexities within the unique context of family businesses.
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Through a juxtaposition of social capital with two other forms of intellectual capital – human capital and organizational capital – the author proposes and tests a framework that…
Abstract
Purpose
Through a juxtaposition of social capital with two other forms of intellectual capital – human capital and organizational capital – the author proposes and tests a framework that sets social capital apart as the main driver of innovations that contribute subsequent technical value to the innovating organization.
Design/methodology/approach
This study uses data collected from the United States Patent and Trademark Office (USPTO) for measurement of the key variables. Specifically, the analysis includes all 117 innovations patented under the thermal inkjet printing subclass that were issued in the twenty years following the establishment of that specific subclass in 1980. The author also collected additional data on the individuals and organizations listed on each patent.
Findings
The results of the analysis show that all intellectual capital is not the same and that social capital resulting from collaborative relationships among inventors has significantly more positive influence on the retained technical value of an innovation than organizational or human capital.
Practical implications
Rather than tout the primacy of individual intelligence to the generation of valuable innovation, this research suggests that it is preferable to bring together a group of inventors with narrow individual scientific expertise who instead rely on broad collaboration networks as a flexible source of diverse knowledge.
Originality/value
This research addresses an area of innovation research that has not been adequately explored – how do different forms of intellectual capital affect the value the resulting innovation has to the innovating organization?
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Chang Su, Mingjian Zhou and Yixin Yang
Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the…
Abstract
Purpose
Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.
Design/methodology/approach
Survey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.
Findings
FWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).
Research limitations/implications
FWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.
Practical implications
Family social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.
Originality/value
This study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.
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Xiaoming Sun, Fayou Lei, Yalan Wang and Ruobing Ren
The purpose of this paper is to study the influence mechanism of different levels of social capital (Structure holes–local network attributes and indirect ties–global network…
Abstract
Purpose
The purpose of this paper is to study the influence mechanism of different levels of social capital (Structure holes–local network attributes and indirect ties–global network attributes) and organizational culture on the creativity of key inventors, and the role of organizational culture between social capital and creativity.
Design/methodology/approach
The paper tested the hypotheses with a sample of patent data accumulated from 46 firms in Chinese electronic information and automobile sectors. Negative binomial regression was used to explore the factors influencing the creativity of key inventors.
Findings
The paper discovers that structural holes are valuable social capital for the creativity of key inventors and very important in firms with a collective and conservative culture. Moreover, it also locates that key inventor are more creative in firms with an individualistic and competitive culture than those in firms with a collective and conservative culture.
Originality/value
This study emphasizes the influence of social capital on creativity and contributes to R&D management. It highlights structural holes are certainly important to key inventors in a collective and conservative culture, thus contradicting preceding studies that locate structural holes useful solely in an individualistic culture. This finding broadens our knowledge of the benefits of this network structure. Also, this debate challenges several basic views on structural holes currently.
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Open innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been…
Abstract
Purpose
Open innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been limited explored. The purpose of this paper is to investigate the relationships between two types of open innovation and organizational resilience and the mediating effect of intellectual capital on open innovation and organizational resilience.
Design/methodology/approach
After a literature review, a research model including open innovation, intellectual capital and organizational resilience is proposed. Survey data are collected from information and communication technologies (ICT) sector in China and analyzed by using partial least squares–structural equation modeling (PLS-SEM) and Bootstrapping procedure to present results of each hypothesis test.
Findings
Results indicate that inbound open innovation has a significant and direct impact on organizational resilience, while outbound open innovation has not. In addition, all three dimensions of intellectual capital were significantly correlated with organizational resilience and had mediating roles in the indirect effect of inbound open innovation and organizational resilience. Nevertheless, only social capital played a mediating role in the relationship between outbound open innovation and organizational resilience.
Originality/value
The study explores the relationships among open innovation, intellectual capital and organizational resilience in a comprehensive model, which is the first known study to highlight that open innovation can enhance organizational resilience through intellectual capital, and provides valuable suggestions for improving organizational resilience.
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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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Lama Blaique, Taghreed Abu-Salim, Farzana Asad Mir and Barry Omahony
This purpose of this study was to examine the impact of social and organisational capital on service innovation capability among service firms in the United Arab Emirates (UAE…
Abstract
Purpose
This purpose of this study was to examine the impact of social and organisational capital on service innovation capability among service firms in the United Arab Emirates (UAE) during the COVID-19 pandemic.
Design/methodology/approach
To test the proposed research model, data were collected using a cross-sectional questionnaire. The study sample consisted of 188 private and public service sector managers in the UAE. Partial least square-based structural equation modelling (PLS-SEM) was used to examine the research model's validity and reliability and to test the research hypothesis.
Findings
The empirical evidence indicates that during this pandemic the relationship between social capital and service innovation capability was fully mediated by strategic environmental scanning, while partially mediating the relationship between organisational capital and service innovation capability.
Practical implications
Managers in service organisations must be proactive during crises such as the COVID-19 pandemic. Specifically, they should emphasise effective environmental scanning and the tracking of customer preferences to provide customised services that are valued and meet the emerging requirements of their customers. Prioritising investment in organisational capital to enhance innovation capacity is also recommended.
Originality/value
This study is the first to examine strategic environmental scanning as a mediator between social and organisational capital and service innovation capacity during a pandemic. There were significant differences between the findings of our study and previous studies: the authors found that, during crises, management priorities change, and businesses become more reliant on organisational capital to develop service innovation capability.
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This study aims to examine how differences in the strength of interpersonal ties affect the social structure of organisational family and non-family relationships and their…
Abstract
Purpose
This study aims to examine how differences in the strength of interpersonal ties affect the social structure of organisational family and non-family relationships and their implications for work-related interactions.
Design/methodology/approach
This study used a quantitative approach. The hypotheses were tested using multi-group analysis in PLS-SEM as implemented in WarpPLS Version.
Findings
The results show that both family and non-family organisational members are inclined to ask from others whom they previously have given information, implying that reciprocity in work-related interactions in the workplace is present at the dyad level. Furthermore, the existing robust strength of ties among family employees facilitate a three-way relationship where each member is responsible for the quality of work-related interactions between other members. This means that triadic communication is only present within family networks. While, the absence of strong interpersonal ties within non-family network fuels the popularity effect, where non-family employees who are perceived to be knowledgeable tend to be approached by others for work-related information.
Originality/value
This study brings to the fore a nuanced perspective that complements our current understanding of the implications of social relationships within family and non-family employee groups on work-related interactions in the workplace. It provides clues on how family and non-family employees identify with the firm through their informal relational embeddedness towards work-related interactions within the organisation.
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