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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.

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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

Keywords

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. 37 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 19 August 2021

Zhining Wang, Tao Cui, Shaohan Cai and Shuang Ren

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus…

Abstract

Purpose

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.

Design/methodology/approach

This study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.

Findings

The results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.

Practical implications

The study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.

Originality/value

This research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.

Details

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

Keywords

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

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

Article
Publication date: 21 January 2022

Zhining Wang, Tao Cui, Shaohan Cai and Shuang Ren

Based on social information processing (SIP) theory, this study explores the cross-level effect of high-involvement work practices (HIWPs) on employee innovative behavior…

Abstract

Purpose

Based on social information processing (SIP) theory, this study explores the cross-level effect of high-involvement work practices (HIWPs) on employee innovative behavior by studying the mediating role of self-reflection/rumination and the moderating role of transactive memory system (TMS).

Design/methodology/approach

This study collects data from 452 employees and their direct supervisors in 94 work units, and tests a cross-level moderated mediation model using multilevel path analysis.

Findings

The results suggest that HIWPs significantly contribute to employee innovative behavior. Both self-reflection and self-rumination mediate the above relationship. TMS not only positively moderates the relationship between HIWPs and self-reflection, but also reinforces the linkage of HIWPs. →self-reflection→employee innovative behavior. Furthermore, TMS negatively moderates the relationship between HIWPs and self-rumination, and attenuates the mediating effect of self-rumination.

Practical implications

The study suggests that enterprises should invest more in promoting HIWPs and TMS in the workplace. Furthermore, managers should provide employees training programs to enhance their self-reflection, as well as lower self-rumination, in order to facilitate employee innovative behavior.

Originality/value

This research identifies self-reflection and self-rumination as key mediators that link HIWPs to employee innovative behavior and reveals the moderating role of TMS in the process.

Details

International Journal of Manpower, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7720

Keywords

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…

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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

Article
Publication date: 9 August 2022

Xinfeng Ye, Shaohan Cai, Xinchun Li and Zhining Wang

The purpose of this paper is to argue that green hope (GH) and green organizational identification (GOI) play critical roles in transforming top management green…

Abstract

Purpose

The purpose of this paper is to argue that green hope (GH) and green organizational identification (GOI) play critical roles in transforming top management green commitment (TMGC) into desired employees task-related green behavior (TRGB) and voluntary workplace green behavior (VWGB) based on positive psychology.

Design/methodology/approach

The authors test the multilevel moderated mediation model by analyzing data collected from 491 hospitality employees and their direct supervisors in 103 teams. At Time 1, the authors conducted a survey of 905 team members to provide demographic information and evaluate TMGC, as well as their own GOI. At Time 2, the authors sent a follow-up questionnaire to employees who participated Time 1, asking them to evaluate their GH in the workplace. At Time 3, the authors sent questionnaires to the leaders of the respondents of T2 survey and invited them to evaluate TRGB and VWGB in the workplace.

Findings

The results show that TMGC facilitates two types of employees’ behaviors toward both TRGB and VWGB by enhancing hospitality employees’ GH. As a team-level variable, GOI has a positive moderating effect on the association between TMGC and GH. The authors discuss the theoretical implications as well as practical implications for managers seeking to promote sustainability in their hospitality industry.

Originality/value

This is one of the first empirical studies to investigate the mediating effects of a positive psychology variable, namely, GH – and the moderating effects of GOI on the relationship between TMGC and employee green behavior (EGB).

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 13 September 2021

Xinfeng Ye, Shaohan Cai and Zhining Wang

Prior research has suggested that abusive supervision has negative impacts on various work outcomes. However, little attention has been paid to the relationship between…

Abstract

Purpose

Prior research has suggested that abusive supervision has negative impacts on various work outcomes. However, little attention has been paid to the relationship between abusive supervision and employees’ safety behaviour. The purpose of this study is, therefore, to address these limitations by developing and testing a theoretically based conceptual model that explicitly considers the underlying mechanism and boundary condition of the relationship between abusive supervision and safety behaviour of underground coal miners in China.

Design/methodology/approach

At Time 1, the authors conducted a survey of 630 employees to assess their supervisors’ abusive leadership behaviours, their own power distance beliefs and their self-reflection. At Time 2, the authros sent questionnaires to the leaders and invited them to evaluate employees’ safety behaviour in the workplace. After cleaning the survey data, the authors tested our model using a multi-level analysis on a sample (n = 458) of underground miners across 96 coal mining sites in China.

Findings

The authors propose that abusive supervision decreases employees’ safety compliance/participation by reducing reflection but strengthening rumination. The authors further find that the linkage from abusive supervision to reflection/rumination to safety compliance/participation is affected by power distance.

Originality/value

To the best of the authors’ knowledge, This is one of the first empirical studies to investigate the mediating effects of a deep cognitive processing variable – namely, self-reflection – and the moderating effects of power distance on the relationship between abusive supervision and safety behaviour.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

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

Keywords

1 – 10 of 22