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Indian study shows that encouraging knowledge sharing at work can help spark innovative behavior

Indian study shows that encouraging knowledge sharing at work can help spark innovative behavior The authors wanted to find out the most important mechanisms for encouraging innovative behavior in the Indian manufacturing sector.Design/methodology/approachThe researchers collected data from Indian manufacturing organizations. They distributed questionnaires and received 288 complete ones. Items measured critical concepts. For OJ one example was “I have been fairly rewarded for the effort I put forth”. For KS, one sample was, “When I have learned something new, I tell my colleagues about it” and, “When they have learned something new, my colleagues tell me about it”. Meanwhile, IB was measured using items such as “I generate original solutions for problems”.FindingsIt highlighted the pivotal role of OJ in bolstering employees’ IB. When companies treat employees fairly, it encourages positive social interactions that lead to perceptions of supportiveness and trustworthiness. Employees reciprocate these sentiments with positive behavior. The study also showed the positive predictive influence of KS on IB. Finally, the results showed that the relationship between OJ and IB is complex, but KS is a pivotal mediator. Promotion of OJ, KS and IM is “vital” to spark innovation.Originality/valueThe authors felt their most important finding was to highlight the critical role of the underlying mechanism of KS, which is where individuals exchange implicit and explicit knowledge to create new knowledge. In addition, previous researchers have looked at the role of organizational justice in encouraging innovative behavior, but evidence from non-Western countries is scarce. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Indian study shows that encouraging knowledge sharing at work can help spark innovative behavior

Human Resource Management International Digest , Volume 29 (4): 2 – Jul 5, 2021

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0967-0734
DOI
10.1108/hrmid-04-2021-0093
Publisher site
See Article on Publisher Site

Abstract

The authors wanted to find out the most important mechanisms for encouraging innovative behavior in the Indian manufacturing sector.Design/methodology/approachThe researchers collected data from Indian manufacturing organizations. They distributed questionnaires and received 288 complete ones. Items measured critical concepts. For OJ one example was “I have been fairly rewarded for the effort I put forth”. For KS, one sample was, “When I have learned something new, I tell my colleagues about it” and, “When they have learned something new, my colleagues tell me about it”. Meanwhile, IB was measured using items such as “I generate original solutions for problems”.FindingsIt highlighted the pivotal role of OJ in bolstering employees’ IB. When companies treat employees fairly, it encourages positive social interactions that lead to perceptions of supportiveness and trustworthiness. Employees reciprocate these sentiments with positive behavior. The study also showed the positive predictive influence of KS on IB. Finally, the results showed that the relationship between OJ and IB is complex, but KS is a pivotal mediator. Promotion of OJ, KS and IM is “vital” to spark innovation.Originality/valueThe authors felt their most important finding was to highlight the critical role of the underlying mechanism of KS, which is where individuals exchange implicit and explicit knowledge to create new knowledge. In addition, previous researchers have looked at the role of organizational justice in encouraging innovative behavior, but evidence from non-Western countries is scarce.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 5, 2021

Keywords: Knowledge sharing; Innovative behavior; Organizational justice; Indian manufacturing

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