Journal of Knowledge Management

Che, Tong; Wu, Zijing; Wang, Yaoyu; Yang, Rui

2019 Journal of Knowledge Management

doi: 10.1108/jkm-11-2017-0554

Innovation is the combination of idea generation and idea implementation. Sourcing relevant and credible external knowledge is critical for individuals to generate new feasible ideas and reduce the uncertainty of implementation. The purpose of this study is to investigate the effects of knowledge sourcing on employee’s innovations behavior.Design/methodology/approachThe data were collected by paper-based survey in four Chinese companies’ R&D departments and consisted of 569 valid responses. Structure equitation modeling method was used to test the hypotheses.FindingsThe results indicate that knowledge sourcing, which is formatively conceptualized by tacit knowledge sourcing and explicit knowledge sourcing, significantly influences employee’s innovation behavior. In particular, the direct effect of knowledge sourcing is fully mediated by task-efficacy. Furthermore, the effects of knowledge sourcing are contingent upon information transparency.Originality/valueThis study not only contributes to knowledge sourcing literature by investigating knowledge sourcing from idea generation and idea implementation perspectives, but also is of importance to knowledge management research by demonstrating the moderating effects of information transparency.

Caputo, Andrea; Borbely, Adrian; Dabic, Marina

2019 Journal of Knowledge Management

doi: 10.1108/jkm-02-2018-0117

In an attempt to build upon existing theory, this paper aims to investigate the potentially reciprocal relationship between negotiation and strategy, and strive to contribute toward a better understanding of the ways in which organizations negotiate.Design/methodology/approachBuilt upon the integration of two different bodies of literature, negotiation and strategy, and on the analysis of the case of Ryanair, this paper argues for an integrated approach to negotiation and organizational capabilities.FindingsThe case study allows for a clearer understanding of how negotiation capability can play a significant role in supporting the creation and sustainment of competitive advantage, even under unfavorable industry settings.Originality/valueThis paper contributes to theoretical development by offering new and insightful explanations of firms’ behavior, moving beyond the classic interpretation of industry dynamics, such as bargaining power. This study has implications for both practice and research, as it offers a better and more holistic understanding of the strategy-making process and the foundations of its success.

Campanella, Francesco; Derhy, Armand; Gangi, Francesco

2019 Journal of Knowledge Management

doi: 10.1108/jkm-11-2017-0506

This paper aims to demonstrate the existence of a relationship between the knowledge creation process and competitive advantage in the banking system. The framework of knowledge creation processes adopted in this research is the spiral of knowledge proposed by Nonaka and Takeuchi (1995). The concept of competitive advantage is limited to the measurement of economic value by adopting methods that compare the financial performance of the banks with related markets. The objective of this research is to answer the following research question: Which factors of the spiral of knowledge are relevant for increasing a bank’s economic value?Design/methodology/approachThe sample used for this empirical research is composed of 960 banks operating in 24 countries. The sample was analyzed from 2012 to 2015 and includes 3,840 observations. Regarding the methodology, hypothesis demonstration was carried out using a panel analysis (generalized least squares regression) on a set of variables.FindingsThe results show that Nonaka and Takeushi’s spiral of knowledge has a positive influence on value creation in the banking system. However, not all factors of the four modalities of converting tacit knowledge into explicit knowledge and vice versa have a positive influence on the economic value of banks. Therefore, by excluding factors that have a negative influence or are not significant, it is possible to formulate an empirical model that illustrates the relationship between the spiral of knowledge and the economic value of banks.Originality/valueThere is a lack of studies on the knowledge creation process in the banking system because most of the research is geographically limited, and empirical tests are performed on small samples. Second, generally, these studies are limited to the relationship between intellectual capital and bank performance measured by accounting ratios. However, intellectual capital is only one component of the broader concept of knowledge. This research uses a large and geographically diverse sample and studies the relationship between the spiral of knowledge and economic value, which is measured by various financial techniques.

Wang, Yonggui; Han, Myat Su; Xiang, Diandian; Hampson, Daniel Peter

2019 Journal of Knowledge Management

doi: 10.1108/jkm-04-2018-0245

Despite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly.Design/methodology/approachThe authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n = 296) and supervisors (n = 83) employed by one of the largest distribution and market expansion companies in Myanmar.FindingsConsistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET.Research limitations/implicationsThe results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding.Originality/valueThis is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.

Hannah, David; Parent, Michael; Pitt, Leyland; Berthon, Pierre

2019 Journal of Knowledge Management

doi: 10.1108/jkm-09-2017-0389

The purpose of this paper is to explore in depth the mechanisms that organizations use to keep their innovations secret. This paper examines how, when and why secrecy appropriation mechanisms (SAMs) can enable innovators to appropriate value from their innovations.Design/methodology/approachBuilding from an extensive literature review of innovation and secrecy, the paper presents a number of implications for theory and research in the form of testable propositions.FindingsThis conceptualization proposes that SAMs can have both positive and negative effects on a number of organizational dynamics. SAMs involve tradeoffs, and the key to understanding whether they create value to organizations lies in understanding that these tradeoffs exist and the nature of these tradeoffs.Practical implicationsWhile most managers recognize the importance of secrecy in innovations, many struggle with the practical challenges of doing so. The paper presents guidance for managers to overcome these challenges.Originality/valueThis paper adds to previous research that has identified secrecy as an important appropriation mechanism for firms by digging deeper into the details of SAMs and exploring their sources, characteristics and effects.

Oh, Seok-Young

2019 Journal of Knowledge Management

doi: 10.1108/jkm-02-2018-0087

The purpose of this paper is to identify how organizational learning processes influence perceived organizational performance and examine the moderating roles of organizational justice and trust in managers therein.Design/methodology/approachThis study develops a theoretical model to exhibit how knowledge acquisition and transfer activities influence perceived organizational performance. Data were collected from 515 respondents and analyzed by PROCESS macro for SPSS.FindingsThis study found that feedback learning flows are strongly mediated between learning stocks and organizational performance. It also found that organizational justice moderates the effect of learning stocks on organizational performance through feed-forward learning flows, while trust in manager moderates the effect of learning stocks on organizational performance through feedback learning flows.Research limitations/implicationsThis study has a limitation in which it uses self-report data to measure all constructs. The objective measure may be necessary for future study.Practical implicationsThe implications of this study are twofold. First, it finds that the higher organizational justice, the better the transfer of knowledge from the bottom up. When firms need to explore new knowledge, fairness in procedure and the distribution system is critical. Second, the higher the trust in management, the better the transfer of knowledge from the top down. The role of managers is instrumental in persuading employees and disseminating knowledge.Originality/valueCombining functionalist and critical perspectives and developing a theoretical model, this study contributes to the understanding of how trust and justice facilitate learning activities within organizations.

Shariq, Syed Muhammad; Mukhtar, Umer; Anwar, Suleman

2019 Journal of Knowledge Management

doi: 10.1108/jkm-01-2018-0033

This paper aims to examine the underlying mechanism through which knowledge-oriented leadership (KOL) encourages knowledge sharing (KS) among the employees. It investigates KOL as an antecedent of KS. Furthermore, it also examines the mediation of employee goal orientation in the relationship of KOL and KS. Moderating role of emotional intelligence is also examined.Design/methodology/approachMultilayer data were collected from 223 employees of pharmaceutical industry in Pakistan. Structural equation modelling (SEM) is applied to analyse the model and hypothesis.FindingsThe result supports the direct positive effect of KOL on KS. Indirect effect of KOL on KS through the mediation of employee learning goal orientation is also supported by the result.Practical implicationsOrganizations or managers should engage their learning-oriented employees newly hired employee and front line manager in KS process. Leader should give different task to such an employee who did not perform earlier because in doing so, such employee will explore or exploit their own tacit knowledge and that of their colleagues.Originality/valueThis study contributes to the existing body of knowledge by establishing unexplored indirect effect of KOL on KS through the mediation of employee goal orientation. By discussing goal orientation as an outcome of KOL, this study extends the literature of the outcomes of KOL, which are currently limited to KM, work attitudes and innovative performance.

Al Ahbabi, Sultan Ali; Singh, Sanjay Kumar; Balasubramanian, Sreejith; Gaur, Sanjaya Singh

2019 Journal of Knowledge Management

doi: 10.1108/jkm-08-2017-0348

The application of knowledge management (KM) is critical to public sector firm as it is to private sector firm. However, despite its significance, the academic enquiry of KM in public sector is at its nascent stage. This forms the motivation of the present work; this paper aims to analyze and understand the intricate relationship between KM processes and public sector firm performance in terms of operational, quality and innovation performance.Design/methodology/approachA comprehensive KM processes–performance framework consisting of seven constructs (four constructs of KM processes and three constructs of KM performance) and their underlying factors was developed through an extensive literature review. The employee perceptions of these seven constructs were captured on a five-point Likert scale using a country-wide survey in the UAE public sector. The 270 valid responses captured were then used to first validate the KM framework and then test the hypothesized relationships between KM processes and KM performance.FindingsThe findings show that all four KM processes (knowledge creation, knowledge capture and storage, knowledge sharing and knowledge application and use) had a positive and significant impact on operational, quality and innovation performance of public sector in the UAE.Research limitations/implicationsThe findings confirm the validity and reliability of all the seven constructs and their underlying factors and the assessment framework. Overall, this study fills a gap in the literature about applying/implementing a KM framework for the public sector and therefore significantly contributes toward the theoretical advancement of the field. However, the study does acknowledge the use of perceptual measures of individual employees as a limitation instead of more objective measures to capture the impact KM processes on KM performance.Practical implicationsThe strong and significant impact of KM processes on firm performance is expected to provide the impetus for practitioners and policymakers to implement and leverage from KM processes and improve firm performance in the public sector.Originality/valueA comprehensive development, validation and assessment of a KM framework for the public sector has not been attempted previously anywhere, let alone UAE, and hence constitutes the novelty of this work.

Nguyen, Thi Nguyet Que; Ngo, Liem Viet; Northey, Gavin; Siaw, Christopher Agyapong

2019 Journal of Knowledge Management

doi: 10.1108/jkm-09-2016-0372

Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM.Design/methodology/approachThe study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome.FindingsThe findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM.Originality/valueThis paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM.