Managing Knowledge, Absorptive Capacity and Innovation最新文献

{"title":"INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE: THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE","authors":"Didi Muwardi, S. Saide, R. E. Indrajit, M. Iqbal, E. S. Astuti, Herzavina Herzavina","doi":"10.1142/s1363919621500092","DOIUrl":"https://doi.org/10.1142/s1363919621500092","url":null,"abstract":"Purpose: The aim of this research paper is to examine the relationships between intangible assets, employee’s performance, and job satisfaction (JS) with structural model. The research explores both the practical and theoretical basis of these paradigms on organisation performance. This research also aims to identify whether a relation can be established between these aspects in the context of non-profit organisation performance in Indonesia. Design/methodology/approach: Reviewing the literature explores a theoretical existence of related context preceding the organisational performance. The authors used structural equation modelling to check the research prototype with a sample of 121 respondents. The respondents were heads of departments and general employees. In addition, SPSS was used to measure demographic, non-response bias, and generate descriptive statistics. Findings: Overall, the results demonstrate that organisation with a higher level of intellectual capital (IC), employee performance (EP), and job performance (JP) are important predictors of organisational performance in this sample. Similarly, JS and IC predicted EP. It is acknowledged that emotional intelligence such as satisfaction and dissatisfaction are important incentives to necessitate action tendencies. Research limitations/implications: This research is focused on organisations. Further research may extend the focus to different types of organisations and countries. Practical implications: The findings of this study may help institutions and HR departments to initiate new strategies such as integrating the traditional company performance measurement systems based on various indicators of this study. These factors succeed in providing an effective representation of a set of intangible assets that are developed by the company and that contribute to the improvement of company’s performance. Additionally, to maximise IC assets, the company can implement knowledge sharing practices among employees and experts as well. Original value/knowledge contribution: This research is useful for organisations and academics as a reference of the comparative and intersecting explanation of enhancing organisational performance. Moreover, various main concepts/theories are combined, namely, IC, JS, and employee’s performance to solve the obstacles of organisation performance.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129701093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE SYNERGISTIC ROLE OF INDIVIDUAL ABSORPTIVE CAPACITY AND INDIVIDUAL AMBIDEXTERITY IN OPEN INNOVATION: A MODERATED-MEDIATION MODEL","authors":"Siddharth Gaurav Majhi, Saurav Snehvrat, SANJAY CHAUDHARY, A. Mukherjee","doi":"10.1142/s1363919620500838","DOIUrl":"https://doi.org/10.1142/s1363919620500838","url":null,"abstract":"Managers employed in the dual gatekeeper-shepherd roles in open innovation contexts need to combine external knowledge inflows with existing internal knowledge to drive innovative work behaviour. This study explores how such managers leverage knowledge sources at the firm boundary, to drive innovation activities, by using their individual-level capabilities of absorptive capacity and ambidexterity. To collect data for the study, 121 technology managers employed in four large automotive equipment manufacturing firms in India were surveyed using an online questionnaire. Structural equation modelling (PLS-SEM) was used to examine the direct, moderation and mediation relationships hypothesised in the study. The results demonstrate the synergistic roles played by individual absorptive capacity and individual ambidexterity in enhancing the innovative behaviour of managers operating in an open innovation context. This study contributes to the theory related to the understudied individual-level analyses of open innovation and offers recommendations for managers looking to increase their innovativeness at work.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"2014 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130946859","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPLORING THE INDIVIDUAL: AN EMPIRICAL INVESTIGATION OF INTERRELATIONSHIPS BETWEEN DIMENSIONS OF ABSORPTIVE CAPACITY","authors":"Katja-Maria Prexl, M. Hubert, Mirja Hubert, A. Gonera","doi":"10.1142/s1363919620500772","DOIUrl":"https://doi.org/10.1142/s1363919620500772","url":null,"abstract":"Absorptive capacity (AC) describes new knowledge absorption and its use for innovation on an organisational level. In this paper, we explore the role of individual AC (IAC) for corporate innovation. We focus on the individual and relationships among the capability dimensions of existing AC models. A quantitative online survey allows us to empirically explore and underline the role of the individual in AC. Our findings contribute to and extend existing theories of AC, by confirming the multidimensionality of IAC, shed light on the view of transformation and exploitation as alternative paths and their effect on different innovation processes. Our research highlights the individual’s central role in innovation and introduces, explores and evaluates individual capacities to absorb new knowledge. This in consequence will influence processes and structures within a company with regard to innovation and human resource management.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"358 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132140528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"INDIVIDUAL INNOVATIVE WORK BEHAVIOUR: EFFECTS OF PERSONALITY, TEAM LEADERSHIP AND CLIMATE IN THE US CONTEXT","authors":"Abdelrahman Zuraik, Louise Kelly, Loren R. Dyck","doi":"10.1142/s1363919620500784","DOIUrl":"https://doi.org/10.1142/s1363919620500784","url":null,"abstract":"This paper is the first to empirically investigate the connections between the Big Five personality factors, ambidextrous team leadership, organisational climate of US workers that supports innovation, and individual innovative work behaviour. A self-report survey was used to obtain data from 215 team members in US-based corporations. We provide an empirically tested model of the positive influence of Openness to Experiences, Extraversion and Conscientiousness personality traits on individual innovative work behaviour. Results also confirm that supervisors’ leadership behaviours and a supportive organisational climate of innovation have a moderating influence on this set of relationships. Individuals can develop their individual innovative work behaviour. Supervisors can adopt higher levels of opening behaviours and executives can create a climate supportive of innovation to boost individual innovative work behaviour. This study further demonstrates that Big Five personality traits interact with supervisor behaviours and a supportive climate to foster individual innovative work behaviour.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127000969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"MANAGING THE IMPLEMENTATION OF INNOVATION STRATEGIES IN PUBLIC SERVICE ORGANISATION — HOW MANAGERS MAY SUPPORT EMPLOYEES INNOVATIVE WORK BEHAVIOUR","authors":"Signe PHIL-THINGVAD, K. Klausen","doi":"10.1142/s1363919620500747","DOIUrl":"https://doi.org/10.1142/s1363919620500747","url":null,"abstract":"This paper examines which management strategies public managers may use to enhance innovative behavior among their employees. We focus on the implementation of a politically ambitious innovation strategy in a large Danish municipality. Based on a survey distributed to 1292 employees and 113 managers, we conduct a multi-level analysis focusing on how different management strategies (reported by the managers) and perceived management behavior (reported by the employees) affect the public employees’ perceived idea generation, idea promotion, and idea realization. The results show that knowledge of the innovation strategy, encouraging management, a risk-tolerant culture and autonomy are important management tools, whereas strategic management communication and economic rewards do not correlate with any of the phases in innovative work behavior. We contribute with new evidence on how innovation is supported by public managers in the different phases of the innovation process, and we conclude by discussing the practical implications of the findings.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117307900","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE ROLE OF EMPLOYEE INCENTIVES AND MOTIVATION ON ORGANISATIONAL INNOVATIVENESS IN DIFFERENT ORGANISATIONAL CULTURES","authors":"P. Ritala, M. Vanhala, Katja Järveläinen","doi":"10.1142/s1363919620500759","DOIUrl":"https://doi.org/10.1142/s1363919620500759","url":null,"abstract":"Organisational innovativeness is known to be affected by employee incentives and motivation, but the evidence is inconclusive regarding the organisational contexts and contingencies where this phenomenon takes place. To examine this issue, we adopt the Competing Value Framework of four types of organisational cultures, and hypothesise differences in the incentives–motivation–innovativeness relationships. Using an empirical study of 425 Finnish firms in technology industries, we found in general that intangible and tangible incentives facilitate both intrinsic and extrinsic motivation, but only intrinsic motivation leads to improved organisational innovativeness. Testing our model for subsamples that included clan, adhocracy, market, and hierarchy cultures, we found that results vary considerably between those. First, incentives have different implications to motivation under different organizational cultures. Further, intrinsic motivation leads to innovativeness under adhocracy, clan, and market culture, but not under hierarchy culture, and extrinsic motivation does not lead to innovativeness under any culture.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116995378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"INTERPERSONAL JUSTICE AND INNOVATIVE BEHAVIOURS: THE ROLE OF THE WORKGROUP","authors":"Asma DABOUSSI AYADI, Chi Zhang, S. Zouaoui, Marc Ohana","doi":"10.1142/s1363919620500735","DOIUrl":"https://doi.org/10.1142/s1363919620500735","url":null,"abstract":"In this research, we examine the effect of workgroup interpersonal justice (WIJ) (defined as the extent to which employees are treated with dignity and respect by their co-workers) on innovative work behaviours (IWB). Specifically, we first test the mediating role of group identification (GI) in this relationship. Next, we examine the moderating role of reflexivity of the group on this mediation effect. Based on 204 employees, our results showed that the indirect effect of the WIJ on IWB, through GI, is moderated by the reflexivity of the group. Theoretical and practical implications are discussed.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"175 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123951487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"DO EMPLOYEE RESILIENCE, FOCUS ON OPPORTUNITY, AND WORK-RELATED CURIOSITY PREDICT INNOVATIVE WORK BEHAVIOUR? THE MEDIATING ROLE OF CAREER ADAPTABILITY","authors":"Rawan Abukhait, Shaker Bani-Melhem, Faridahwati Mohd Shamsudin","doi":"10.1142/s136391962050070x","DOIUrl":"https://doi.org/10.1142/s136391962050070x","url":null,"abstract":"Scholars suggest that only certain personality traits can easily adapt and react positively to organisational changes and consequently to innovative behaviour. Hence, in this study, we drew upon career construction theory to develop a hypothetical model examining how certain personality traits (i.e., curiosity, focus on opportunity, and resilience) are likely to influence career adaptability and consequently innovative behaviour. To test the model, we used two-wave longitudinal data focusing on 313 frontline employees operating in a random sample of five-star hotels in Dubai. Using Smart-PLS.3, we revealed that employees with a high level of curiosity, focus on opportunity, and resilience tend to increase the likelihood of their career adaptability significantly. In other words, employees with such work-related personality are more likely to adapt to organisational changes and fit different organisational environments. Furthermore, the result of the study found that career adaptability significantly mediated the relationship between these personality traits and innovative behaviour. The findings have significant implications for both theory and practice. They may also be contextual. These implications are discussed.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"235 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115572028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EFFECTS OF EMPLOYEE CREATIVE PROBLEM-SOLVING ON INNOVATION OUTCOMES AND NON-FINANCIAL PERFORMANCE: THE MODERATING ROLE OF CULTURE AND COMMUNICATION","authors":"N. Ouedraogo, Mohammed Laid Ouakouak, Tarek Salem","doi":"10.1142/s1363919620500693","DOIUrl":"https://doi.org/10.1142/s1363919620500693","url":null,"abstract":"The purpose of this paper is to investigate the effects of employees’ creative problem-solving on organisations’ innovation outcomes, as well as the effects of innovation outcomes on organisations non-financial performance. Based on a sample of 320 participants from diverse organisations, using structural equation modelling techniques, we find that creative problem-solving does not have any effect on innovation outcomes, except with the moderating influence of an innovative culture or communication. We also find that innovation outcomes have a positive relationship with non-financial performance. We make theoretical contributions into the antecedents of innovation outcomes, while offering several practical insights for leading creative employees and managing innovation.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130193485","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"USING EMPLOYEE CREATIVITY TO UNPACK THE ‘BLACK BOX’ IN THE HIGH-PERFORMANCE WORK SYSTEM (HPWS)-FIRM PERFORMANCE NEXUS","authors":"A. Ismail, Abdul-Halim Abdul-Majid, Abdullateef Ameen, S. Raza, I. Akindele","doi":"10.1142/s1363919620500528","DOIUrl":"https://doi.org/10.1142/s1363919620500528","url":null,"abstract":"The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.","PeriodicalId":190939,"journal":{"name":"Managing Knowledge, Absorptive Capacity and Innovation","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115029264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}