Journal of Knowledge Management

Li, Jian; Li, Yishu; Yu, Yue; Yuan, Ling

2019 Journal of Knowledge Management

doi: 10.1108/jkm-06-2018-0386

This paper aims to shed some new light on the mixed findings of previous empirical studies on the effect of knowledge search breadth (SB) on firms’ 2019 innovation performance (IP).Design/methodology/approachThe paper adopts a contingent approach that examines the two organizational factors in determining the shape of the SB-IP curve. The empirical study is based on survey data gathered from 414 Chinese firms. In dealing with concerns on simultaneity and reverse causality, perceived time-lag between outcome variable and explanatory variables was introduced.FindingsThis study reveals that knowledge novelty and absorptive capacity are two functions underlying the SB-IP relationship. The results also indicate that innovation orientation and firm age moderate the SB-IP relationship in different ways: the more innovation-oriented the firm, the steeper the inverted U-shaped SB-IP relationship will be, while the older the firm, the flatter the SB-IP relationship will be. Interestingly, there is strong evidence for the shape-flip phenomenon of the SB-IP curve: SB has an inverted U-shaped effect on IP when a firm is young; however, SB has a U-shaped effect when the firm is older than 37 years.Originality/valueBy revealing two underlying functions and two moderators of the association between SB and IP at the firm level, this paper contributes to shed some new light to the mixed results reported by previous empirical studies that have examined the effect of knowledge search on firm innovation.

Berraies, Sarra; Zine El Abidine, Syrine

2019 Journal of Knowledge Management

doi: 10.1108/jkm-09-2018-0566

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Klammer, Adrian; Gueldenberg, Stefan

2019 Journal of Knowledge Management

doi: 10.1108/jkm-05-2018-0277

Although still under-researched and characterized by a fragmented understanding, unlearning and forgetting have recently received increased scholarly attention. The purpose of this systematic literature review is to survey and evaluate key works in the field of organizational unlearning and forgetting. Through analyzing and synthesizing common themes, this paper aims to highlight research gaps and avenues for future research.Design/methodology/approachThis paper follows a systematic approach of identifying, analyzing and synthesizing pertinent literature in the field of organizational unlearning and forgetting. In total, 63 works were thoroughly reviewed.FindingsThis paper highlights different levels and scopes, as well as antecedents and consequences of organizational unlearning and forgetting. Even though unlearning and forgetting has gained increased attention, researchers still need to provide robust conceptual and empirical evidence to advance the field.Originality/valueBy structuring the analysis and synthesis around various constructs, theories, typologies and related themes, this paper outlines several research gaps and proposes avenues for further research. Additionally, this systematic literature review resulted in the development of a framework based on the intentionality and depth of knowledge loss, which allows future researchers to position their research and differentiate themselves from other literature in the field.

Singh, Sanjay Kumar; Mittal, Shashank; Sengupta, Atri; Pradhan, Rabindra Kumar

2019 Journal of Knowledge Management

doi: 10.1108/jkm-08-2018-0504

This study aims to examine a dual-pathway model that recognizes two distinct (formal and informal) but complementary mechanisms of knowledge exchanges – knowledge sharing and knowledge helping. It also investigates how team members use their limited human and psychosocial capital for prosocial knowledge effectiveness.Design/methodology/approachA survey-based approach was used to examine the hypotheses of the study. A moderated-mediation model was proposed and tested using bootstrap approach.FindingsKnowledge sharing and knowledge helping were found to be the significant links through which human capital (capability) and psychosocial capital (motivation and efficacy) significantly predict prosocial knowledge effectiveness. Post hoc analysis suggests that human capital through knowledge sharing influences team learning, whereas the psychosocial capital through knowledge helping influences team leadership.Originality/valueThe present study found two distinct but complementary and yet necessary mechanisms of knowledge exchanges to be linked as the important outlay for the human and psychosocial capital to be effective in the prosocial knowledge behaviours.

Rao Jada, Umamaheswara; Mukhopadhyay, Susmita; Titiyal, Rohit

2019 Journal of Knowledge Management

doi: 10.1108/jkm-08-2018-0533

The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model.Design/methodology/approachCross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis.FindingsThe hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles.Research limitations/implicationsCross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias.Practical implicationsFindings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development.Originality/valueThe study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

Anzola-Román, Paula; Bayona-Sáez, Cristina; García-Marco, Teresa; Lazzarotti, Valentina

2019 Journal of Knowledge Management

doi: 10.1108/jkm-10-2018-0640

This paper aims to advance the understanding regarding the profiting of collaborative innovation practices, focusing particularly on how the intensity of collaboration along the innovation process and the relatedness between the partners’ technological bases affect the outcomes of such process in terms of efficiency and generation of technological innovations.Design/methodology/approachDrawing on the results from causal models and the estimation of average marginal effects, this research analyses the direct and joint effect of technological proximity and intensity of collaboration in the early and late phases of the process.FindingsThe findings suggest that there is a positive unconditional relationship between the aforementioned aspects and innovative performance and that the joint effects diverge depending on the stage of the process, i.e. while in the early phase collaborating intensely with close partners seems to be advisable, this circumstance proves to be problematic in the late phase of the innovation process.Originality/valueThe analysis developed provides clarity regarding relevant aspects of collaborative innovation practices, particularly, the search for and selection of optimal partners. In general terms, the evidence found here suggests seeking for collaborating intensely along the whole process with partners whose technological bases present a tight matchup with that of the focal firm. Results also call for awareness of the potential drawbacks derived from intense collaborations with close partners in the late phases of the process, thus hinting toward the convenience of developing protection mechanisms. In addition, this work provides interesting insights that challenge the notion of “proximity paradox” and set out further questions that might be worth considering for future research.

Fait, Monica; Scorrano, Paola; Mastroleo, Giovanni; Cillo, Valentina; Scuotto, Veronica

2019 Journal of Knowledge Management

doi: 10.1108/jkm-09-2018-0572

Nowadays, the agri-food sector is facing several challenges due to a rapid technological change which calls for knowledge sharing (KS) practices to enhance businesses’ performance. This has spurred a collaborative approach and the creation of networks. Since there still is a paucity of research on the quality degree of KS, the purpose of this study is to offer an empirical research on the quality degree of KS by exploring outcome expectations and social exchange dimensions. Theoretically, it is examined by a double lens of social capital and social cognitive theory.Design/methodology/approachThis study offers an empirical analysis of 313 directors of 11 “consortia” in the agri-food sector in Italy by using the fuzzy expert system. The model allows to aggregate multi criteria dimensions of KS and rates its quality.FindingsAs resulted, the quality degree of KS is influenced by outcome expectations – personal and community expectations – and three forms of dimensions of social exchange: structural, relational and cognitive. The paper ends with a discussion of research findings, its limitations and implications.Originality/valueAs there is still a paucity of research on the determinants of quality degree of KS, the research adopts a double lens of social capital and social cognitive theories to explore what are these determinants.

González-Masip, Jaime; Martín-de Castro, Gregorio; Hernández, Adolfo

2019 Journal of Knowledge Management

doi: 10.1108/jkm-06-2018-0367

This paper aims to propose that firms located in science and technology parks (STP) developing corporate social responsibility practices can attract talented workers as an effective knowledge management spillover mechanism.Design/methodology/approachA longitudinal study has been carried out from the Spanish Panel of Technological Innovation database (PITEC). The statistical method used for data treatment has been a logistic regression for panel data.FindingsEmpirical results show a positive moderating effect of corporate social responsibility practices on the relationship between the firm’s belonging to a STP and talent attraction.Originality/valueThis research follows previous claim for additional research on the phenomenon of talent management and clusters and STP. In that sense, and to the best of the authors’ knowledge, there is no previous empirical research about the complementarily effect of corporate social responsibility practices and the belonging to a STP in talent attraction.

Nguyen, Tuyet-Mai; Nham, Tuan Phong; Froese, Fabian Jintae; Malik, Ashish

2019 Journal of Knowledge Management

doi: 10.1108/jkm-01-2019-0029

The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship.Design/methodology/approachThis study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing.FindingsResults revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship.Research limitations/implicationsAs a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions.Practical implicationsOrganizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences.Originality/valueDespite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.