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Article
Publication date: 19 September 2016

Zhining Wang, Nianxin Wang, Jinwei Cao and Xinfeng Ye

The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.

Abstract

Purpose

The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.

Design/methodology/approach

Based on the fit view, the authors posit that firms can enhance performance by aligning the structure of their IC with KM strategy, as reducing the extent to which their actual IC profile deviate from the “ideal” profile when implementing certain type of KM strategy. Using survey data collected from 328 high technology firms in China, the authors tested the research model.

Findings

The more fit a firm’s IC is to its KM strategic type, the better operational and financial performance it can achieve.

Research limitations/implications

The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of the role of IC-KM strategy fit in organizational settings.

Practical implications

The paper suggests that firms should adjust their IC according to KM strategy they employ. According to the findings, managers can selectively develop IC to achieve performance goals under certain type of KM strategy.

Originality/value

As one of the first studies to investigate the relationship among IC, KM strategy and firm performance in a holistic way, it indicates that the IC-KM strategy fit can be a novel explanation for performance variances through the alignment of knowledge-based capability and strategy.

Details

Management Decision, vol. 54 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 8 July 2021

Zhining Wang, Tao Cui and Shaohan Cai

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the…

Abstract

Purpose

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.

Design/methodology/approach

The authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.

Findings

The study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.

Practical implications

The current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.

Originality/value

This research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 14 December 2018

Nianxin Wang, Yajiong Xue, Huigang Liang, Zhining Wang and Shilun Ge

The purpose of this paper is to investigate the government roles in cloud computing assimilation along two dimensions: government regulation and government support.

Abstract

Purpose

The purpose of this paper is to investigate the government roles in cloud computing assimilation along two dimensions: government regulation and government support.

Design/methodology/approach

A research model was developed to depict the dual roles of government regulation and government support in cloud computing assimilation as well as the mediating effect of top management support (TMS). Using survey data collected from 376 Chinese firms that have already adopted cloud services, the authors tested the research model.

Findings

The impacts of both government regulation and government support on cloud computing assimilation are partially mediated by TMS. Government support exerts stronger impacts on TMS than government regulation.

Research limitations/implications

This study extends the current information systems literature by highlighting the specific mechanisms through which governments influence firms’ assimilation of cloud computing.

Practical implications

Governments in developing countries could actively allocate funds or enact policies to effectively encourage cloud computing assimilation.

Originality/value

This study would complement previous findings about government regulation, and develop a more holistic understanding about the dual roles of governments in information technology innovation assimilation.

Details

Information Technology & People, vol. 32 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

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Article
Publication date: 28 December 2020

Zhining Wang, Chuanwei Sun and Shaohan Cai

The purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational…

Abstract

Purpose

The purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).

Design/methodology/approach

This research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.

Findings

The results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.

Practical implications

The empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.

Originality/value

This research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

Details

Leadership & Organization Development Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 4 January 2021

Zhining Wang, Shuang Ren, Doren Chadee, Mengli Liu and Shaohan Cai

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior…

Abstract

Purpose

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level.

Design/methodology/approach

The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques.

Findings

The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect.

Originality/value

The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

Details

Journal of Knowledge Management, vol. 25 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 18 June 2020

Zhining Wang, Shaohan Cai, Mengli Liu, Dandan liu and Lijun Meng

The aim of this paper is to develop a tool measuring individual intellectual capital (IIC) and investigate the relationship between self-reflection and IIC.

Abstract

Purpose

The aim of this paper is to develop a tool measuring individual intellectual capital (IIC) and investigate the relationship between self-reflection and IIC.

Design/methodology/approach

This study developed a theoretical model based on social cognitive theory and the literature of self-reflection and intellectual capital (IC). This research collected responses from 502 dyads of employees and their direct supervisors in 150 firms in China, and the study tested the research model using structural equation modeling (SEM).

Findings

The results indicate that three components of self-reflection, namely, need for self-reflection, engagement in self-reflection and insight, significantly contribute to all the three components of IIC, such as individual human capital, individual structural capital and individual relational capital. The findings suggest that need for self-reflection is the weakest component to impact individual human capital and individual relationship capital, while insight is the one that mostly enhances individual structural capital.

Practical implications

This paper suggests that managers can enhance employees' IIC by facilitating their self-reflection. Managers can develop appropriate strategies based on findings of this study, to achieve their specific goals.

Originality/value

First, this study develops a tool for measuring IIC. Second, this study provides an enriched theoretical explanation on the relationship between self-reflection and IIC – by showing that the three subdimensions of self-reflection, such as need, engagement and insight, influence the three subdimensions of IIC, such as individual human capital, individual structural capital and individual relational capital.

Details

Journal of Intellectual Capital, vol. 21 no. 6
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 20 July 2021

Zhining Wang, Shuang Ren and Lijun Meng

The purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work…

Abstract

Purpose

The purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work by aiming to consider the “dark-side” of HPWS and to uncover the “black box.”

Design/methodology/approach

This research draws from data from 377 employees nested in 77 work teams and tests a multilevel moderated mediation model using multilevel path analysis.

Findings

The findings indicate that employees appraise HPWS as both a challenge and a hindrance simultaneously. The challenge appraisal associated with HPWS positively influences employees' thriving at work whereas hindrance appraisal of HPWS negatively influences thriving experience. The results also support the hypothesized relationships in which servant leadership moderates the indirect effect of HPWS on employee thriving via challenge and hindrance appraisals accordingly.

Originality/value

This research demonstrates both positive and negative sides of HPWS as evaluated by employees in relation to an important employee outcome of thriving at work. It enriches the strategic HRM literature by identifying the “black box” of HPWS-employee outcomes and associated boundary condition from the theoretical perspective of cognitive appraisals.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 13 August 2019

Zhining Wang, Dandan Liu and Shaohan Cai

This paper aims to examine the effect of self-reflection on employee creativity in China. The authors identify individual intellectual capital (IIC) as a mediator and…

Abstract

Purpose

This paper aims to examine the effect of self-reflection on employee creativity in China. The authors identify individual intellectual capital (IIC) as a mediator and concerns for face as a moderator for this relationship.

Design/methodology/approach

A sample of 351 dyads of full-time employees and their immediate supervisors from various Chinese companies were surveyed. Regression analysis and structural equation modeling were used to test the research model.

Findings

Three dimensions of self-reflection significantly affect IIC and subsequently lead to employee creativity; IIC mediates the relationship between three dimensions of self-reflection and employee creativity; concern for face negatively moderates the effect of IIC on employee creativity.

Practical implications

Managers can facilitate employees’ creativity by motivating them to conduct self-reflection and develop IIC, and by nurturing a safe atmosphere that allows individuals to take risks without losing face.

Originality/value

This is one of the first empirical studies to investigate the mediating effects of IIC and the moderating effects of concerns for face on the relationship between self-reflection and creativity.

Details

Chinese Management Studies, vol. 13 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

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Article
Publication date: 9 February 2021

Shuang Ren, Zhining Wang and Ngan Thuy Collins

This study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the…

Abstract

Purpose

This study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the input–process–outcome (I–P–O) theoretical framework for studying team effectiveness, it conceptualizes and tests a research model where servant leadership and team-based human resource management (HRM practices) serve as a team-level input that interacts to influence the process of team reflexivity and ultimately reduces team expedient behavior as the outcome.

Design/methodology/approach

Data are from 109 teams involving a total of 584 employees and analyzed at the team level.

Findings

The findings provide empirical support that team-based HRM practices positively moderate the relationship between servant leadership and team reflexivity and that team reflexivity transforms the influence of servant leadership into reduced team expedient behavior. Implications for theory and practice are discussed.

Research limitations/implications

The participants in this study were drawn from diverse backgrounds (n = 584), and they were nested within 109 teams. Therefore, the authors were cautious of making claims that the findings would apply to every team in the context of China. The authors acknowledge that the research design of this study is not the strongest to test for causal relationship.

Practical implications

The findings show the synergistic role of servant leadership and team-based HRM practices and suggest organizations have both in place to mitigate deviant behaviors by teams. The study also suggests organizations develop and promote an environment where team members are motivated and encouraged to share their ideas, openly discuss experiences and set up forward plans.

Social implications

Organizations should focus on training their leaders of the behaviors such as supporting followers, enhancing subordinates' commitment to the collective goal and emphasizing the equality between themselves and subordinates. Organizations need to increase their awareness that the teams are more likely to perform their tasks by the means prescribed by the organizational rules if they communicate, discuss and get modeling or feedback from other teams.

Originality/value

This study enriches research on team-based HRM practices, which so far have received limited attention, and deserves further investigation. It sharpens the underlying mechanism that translates team-level input of leadership and HRM to the desired outcomes of reduced expedient behavior by introducing the role of team reflexivity. The study adds to the growing research on workplace deviance by addressing team-level expedient behavior.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 4 October 2019

Zhining Wang, Lijun Meng and Shaohan Cai

The purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and…

Abstract

Purpose

The purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and the moderating role of team reflexivity.

Design/methodology/approach

This research collected data from 199 dyads of employees and their direct supervisors in 55 work units, and tested a cross-level moderated mediation model using multilevel path analysis.

Findings

The findings suggest that thriving at work mediates the relationship between servant leadership and innovative behavior. The results also show that team reflexivity positively moderates the relationship between servant leadership and thriving at work and the mediating effect of thriving at work.

Practical implications

The empirical findings suggest that organizations should make efforts to promote servant leadership and encourage team reflexivity. Moreover, managers should make efforts to stimulate employees’ thriving at work, thereby facilitating employee and organizational development.

Originality/value

This research identifies thriving at work as a key mediator that links servant leadership to innovative behavior and reveals the role of team reflexivity in strengthening the effect of servant leadership on employee innovative behavior.

Details

Journal of Managerial Psychology, vol. 34 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

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