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The purpose of this paper is to investigate an integrative model that explores the influence of knowledge-sharing enablers (social capital (SC), including structural, relational, and cognitive SC) on knowledge-sharing (KS) processes (KS behaviors: knowledge collecting (KC) and knowledge donating (KD)) as well as a further superior KS outcome (organizational performance).

The survey was administered in 14 top tier five-star hotels in Seoul, Korea. Employees of the hotels participated in the survey; 486 surveys were used to investigate a research model and hypotheses using a path analysis.

The research confirmed the importance of SC in the context of KS from the resource-based view. The paper provides empirical evidence that structural, relational, and cognitive SC affected KC and KD, which in turn influenced organizational performance. Interestingly, whereas cognitive SC has the strongest effect on employees' KC, relational SC has the strongest effect on employees' KD. The impact of employees' KC on organizational performance appears to be stronger than that of KD.

The relationships among KS enablers, processes, and organizational performance may provide a clue regarding how hotels can promote KS culture, which focuses on the social dynamics derived from interpersonal and group relationships to boost their performance by increasing employees' willingness to collect knowledge from and donate knowledge to colleagues.

This study explores the under-researched subject of SC with regard to KS and their roles in promoting organizational performance within a hospitality industry context. The study is among the first to examine SC as an organizational resource, two distinctive types of KS behaviors as an organizational capability, and organizational performance from both an integrative (KS enablers-processes-outcomes framework) and resource-based view of the firm's perspective simultaneously. Especially, this study identifies the specific mechanism of two distinctive types of employees' KS behaviors, such as KC and KD, between SC factors and organizational performance.

This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested.

Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received.

Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship.

The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.

Buying companies in the food industry increasingly recognize the need to cultivate relationships with their suppliers. Social capital and power are important to understand buyer–supplier relationships. Maintaining these relationships appears highly dependent on the degree of information sharing.

The study investigates how power and social capital dimensions are related to information sharing. A survey of first-tier suppliers in the Dutch meat processing industry was carried out. The data from 82 suppliers was analyzed using partial least squares.

It appears that expert power contributes to the cognitive and structural social capital. In contrast, coercive power showed no influence at all. Cognitive and structural social capital dimensions have a direct link to relational social capital, which significantly improves buyer–supplier information sharing in the food industry.

Buying companies can encourage supplier information sharing by building up their own expertise and cultivating social relationships. They should refrain from strong-handed practices.

Companies in the food and food processing industry are dependent on effective information exchange for their very survival. This study investigates the role of power and social capital in making such exchange possible and sustainable.