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The purpose of this paper is to develop a systematic understanding of the mechanisms through which high-performance work systems (HPWSs) facilitate the incremental and radical innovative capabilities of organizations. Using a knowledge-based view of the firm, the paper introduces the mediating role of intellectual capital (composed of human, organizational and social capital) while examining this issue.

Data were collected using a questionnaire survey approach from 164 firms in the People's Republic of China. The paper used analyses based on structural equation modeling to measure the main constructs and test the hypothesized relationships among the variables.

The results indicate that HPWSs contribute to both the incremental and radical innovative capabilities of organizations. In addition, intellectual capital mediates the relationships between HPWSs and different types of innovative capabilities. Specifically, organizational and social capital mediate the relationship between HPWSs and incremental innovative capability, whereas social capital mediates the relationship between HPWSs and radical innovative capability.

The study supports and expands on the strategic human resource management (SHRM) literature and knowledge-based view of the firm in terms of whether, why and how HPWSs can develop a competitive advantage on the basis of innovation.

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing innovative capability.

Drawing primarily on the knowledge-based and dynamic capabilities view theory, the present study explored supply chains of a large global apparel company and their effect on innovative capability through a mixed methods approach.

The results show that transformational leaders strongly influence the development of ambidexterity and enhance radical innovative capability through wireless IT competency.

The results of this study suggest that supply chain integration through transformational leadership and wireless IT competency can promote simultaneous exploration and exploitation to enhance innovation.

The growth of cloud and/or virtual supply chains facilitated by digital wireless communications and Internet technology is advancing logistics and supply chain innovations. With increasing global competition, digitalized supply chains and ever-growing environmental uncertainty, leadership traits, especially transformational leadership and ambidextrous leaders, can be major contributing factors for successful development of wireless IT competency to support innovative capability.

Wireless IT competency facilitates knowledge integration particularly for combining prior internal knowledge of exploitative innovation with new external knowledge to develop explorative innovation.

The authors aim to develop and test hypotheses that link outsourcing and subcontracting-in activities of small high-tech firms to their radical innovativeness. In addition, they seek to investigate how a firm's strategy moderates the associations between their outsourcing and subcontracting-in activities and radical innovativeness.

The authors utilized regression analytical technique and categorical moderation analytical technique to test their hypotheses on survey data of 579 firms.

Results show that outsourcing has a positive association with radical innovativeness. In contrast, subcontracting-in shows a negative association with radical innovativeness. Finally, the influence of both outsourcing and subcontracting-in activities on radical innovativeness are contingent upon a firm's manufacturing strategy.

There are potential limitations relating to the authors' use of secondary data. There is a need to investigate the processes through which outsourcing and subcontracting-in relate to innovation performance.

An implication of this study is that in order to develop radical innovativeness, firms need to consider their strategic or competitive inclination when evaluating their outsourcing and subcontracting-in decisions and activities.

There are also social implications since outsourcing and subcontracting-in activities involve social relationships.

Linking boundary spanning activities of firms to innovation performance represents a contribution to the literature. Further, establishing that the effectiveness of such boundary activities depends on a firm's specific manufacturing strategy represents a contribution.

This paper aims to explore how to build firm’s radical innovation capability from its own knowledge resources. It proposes the impact of knowledge base on radical innovation and outlines why and how appropriability regimes are important throughout the radical innovation capability development process.

Questionnaire and in-depth interviews were used to empirically test the relationship between knowledge base, appropriability regimes and radical innovation capability. To correct for potential endogeneity, a two-stage regression model was used to test the interaction effects

By examining 237 firms involved in R&D activities in high-tech manufacturing firms in China, this paper finds that when a firm have a deep knowledge base, strategic appropriability regime may reduce concerns about problems such as knowledge leakage and innovation appropriation associated with deep knowledge bases. In contrast, legal appropriability regime will also tend to strengthen the positive effect of knowledge breadth on radical innovation capability.

In this study, self-reported measures are used because of their potential for concept specific accuracy; future research might wish to replicate our model and test it with objective data.

The paper includes implications for the fit between the existing internal knowledge base and the way a firm appropriates from its knowledge, and provides entrepreneurs and managers with direct implications about how to manage knowledge resources for radical innovation capability development.

This paper provides a more nuanced understanding of how knowledge base and value appropriability mechanisms jointly affect radical innovation capability development.

Drawing on the knowledge-based view (KBV), the research examines the impact of knowledge sources (internal and external knowledge sources) on two aspects of innovation radical and incremental innovation. Additionally, the research seeks to provide deeper insight into the link between the variables by studying how information technology (IT) resources mediate the relationship between knowledge sources and innovation capability.

The study assessed the relationship between latent variables using a quantitative research approach and variance-based structural equation modelling on a sample of 380 individuals from 83 Pakistani manufacturing and service firms.

The study's results revealed a significant impact of knowledge sources (internal and external knowledge sources) on radical and incremental innovation. Further, the study examines the mediating role of IT resources in connecting knowledge sources and a firm's innovation capability.

Future studies should investigate the association among the constructs under the moderating roles of environmental turbulence to provide insight into the relationship between knowledge sources, IT resources, and innovation capability.

The paper provides evidence that knowledge sources and IT resources are the key driving factors of innovation capability. Managers and directors of firms in developing and emerging countries should establish firms' knowledge sources and IT resources to improve innovation capability.

There is a scarcity of studies that has explored the relationship between sources of knowledge, IT resources, and specific types of innovation, namely radical and incremental innovation. The paper helps fill research gaps in the literature and advances understanding of how knowledge sources, directly and indirectly, stimulate firms' innovation capabilities via the mediating role of IT resources.

The purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.

This paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.

Results of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.

The results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.

This study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.

This study explores central questions related to the connection between intellectual capital (IC) and the innovative performance of organizations through the mediating role of management control systems (MCS) and business strategies, as well as the moderating role of innovation capabilities.

The data was collected from the managers of small and medium enterprises (SMEs) through a structured questionnaire. Out of 1,152 questionnaires distributed, only 415 were used for analysis purposes. Structural equation modelling (SEM) was used to test the study hypotheses.

Intellectual capital significantly influences MCS, business strategies and innovative performance. Moreover, MCS, business strategies and innovative capabilities significantly improve innovative performance. MCS and business strategies significantly mediate the relationship between intellectual capital and innovative performance. Finally, innovative capabilities significantly moderate that between intellectual capital and innovative performance.

The current research examines how management should use MCS, business strategies, and innovative capabilities to take maximum benefit from intellectual capital in order to improve innovative performance.

This is pioneering research that develops a theoretical model to incorporate intellectual capital, MCS, business strategies, innovative capabilities and innovative performance. Even though the influence of various kinds of intangible assets/resources on innovative performance has been widely examined in the literature, scant attention has been paid to the role of MCS, business strategies, and innovative capabilities in leveraging the firm's intellectual capital.

This study aims to explore how absorptive and joint learning can foster radical innovation. Furthermore, dependence asymmetry is investigated as a moderator of the effects of these factors on radical innovation. Radical innovation is an important source of any firm’s success. Yet, there has been a dearth of research in the literature on how different types of inter-partner learning cultivate the process of generating such innovation.

The authors use a sample of 204 Taiwanese electronics suppliers to test the effects of joint learning and absorptive learning on radical innovation. The empirical analysis adopts a structural equations modeling approach.

The authors find that a supplier’s joint learning has a stronger effect on radical innovation than its absorptive learning. However, when accounting for the moderating effect of dependence asymmetry, the analysis shows that absorptive learning does have a significant effect on radical innovation. The effect of joint learning on radical innovation is not moderated by the degree of dependence asymmetry.

This study broadens and deepens the understanding of how radical innovation by suppliers can be generated in customer–supplier relationships, and how this is shaped by the power-dependence structure.

Inter-partner learning; radical innovation; power; dependence.

In today’s Pakistan, the emergence of new forms of business in collaboration with the mobile service providers is bringing a big difference, not only in every walk of life but also in digital economy of the country. Therefore, the purpose of this paper is to explore what are the factors that determine the success rate of new innovative services in cultural context of mobile service providers of Pakistan.

Data have been collected from 397 employees of cellular firms of Pakistan by using the simple random sampling strategy. The gathered data were analyzed by using the regression-based process approach of Hayes and Preacher (2014).

The results indicated that innovation capabilities and service innovation have significant positive effect on the short-term, long-term and indirect success of the service innovation. It was also found that the service innovation mediates the relationship among the capabilities to innovate and service innovation success rate. The findings of this research work are beneficial for the practitioners of cellular firms of Pakistan.

The value of this research work is evident from the fact that this research work attempts to address some identified gaps of existing body of literature. This research work provides some key insights for practitioners and also discusses the new avenues for future researches.

Knowledge-intensive organizations tend to be project intensive having many projects of different size and importance. In this context, competence evolves through projects. The purpose of this paper is to identify the mechanisms that steers competence management in these kinds of organizations and also the factors that are involved in the human capital contribution to competitive advantage in relation to the interaction between parent organizations and projects.

This study has a contingency theory perspective and consists of a literature search in the following domains: project-intensive organizations, knowledge-intensive organizations, competence management, human resource management and dynamic capabilities and learning.

The main contribution of this study is the theoretical framework derived from different domains. The framework is called the competence loop and explains how projects generate competence that the parent organization can either exploit in further activities or use for strategy adjustment. It also explains how an organization can use learning strategies to support competence exploration/exploitation. Another contribution is the description of the relationship between dynamic capabilities and organizational learning in project-intensive organizations.

This paper is a conceptual paper intended to create a base for further empirical studies.

The paper combines different domains to define a framework that is a new approach to competence management in a project-parent organizational context. The framework includes learning and competence management characteristics and has both theoretical and practical value.