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Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals
Abstract
This paper discusses the links between knowledge-oriented leadership, open innovation and knowledge management in the international business context. Open innovation has become crucial for an increasing number of multinational enterprises (MNEs) to gain and maintain competitive advantage and become a market leader. Despite the recent proliferation of papers dealing with open innovation practices of MNEs, there is limited work investigating the role of knowledge management (KM) capability on the relationship between knowledge-oriented leadership and open innovation. Given MNEs' growing interest in open innovation, the lack of research on knowledge-oriented leadership and KM capability in the open innovation context is a significant research gap in our knowledge. In response, we conducted a study on the mediating role of KM capability in the linkage between knowledge-oriented leadership and open innovation (inbound and outbound), using data collected from 172 subsidiaries of MNEs based in France. A structural equation modelling approach is employed to study the impact of the latent variables associated with knowledge-oriented leadership and KM capability on open innovation. The results indicate that higher levels of knowledge-oriented leadership can lead to enhanced KM capability and improved open innovation outcomes. That is, knowledge-oriented leadership has a direct, positive impact on KM capability and open innovation. Also, KM capability is found to mediate the linkage between knowledge-oriented leadership and open innovation. This study provides useful insights for managers who wish to enhance open innovation activities in MNEs, and offers useful guidance to international business scholars, encouraging further research in this area.
... Green Knowledge-oriented leadership (GKol) has recently gained prominence as a leadership style capable of driving sustainable transformation within firms. GKol a leadership approach focused on creating, sharing, and applying environmental knowledge within organizations to drive sustainability-oriented decisions (naqshbandi & Jasimuddin, 2018). GKol empowers employees to explore green practices, fosters a shared environmental vision, and aligns organizational values with ecological responsibility (donate & de pablo, 2015;Khan et al., 2023). in the context of sMEs, where leadership plays a pivotal role in setting priorities and overcoming institutional voids, GKol is especially crucial for instigating change and innovation (Begum et al., 2022;Zhang et al., 2024). ...
... according to nrBv, organizational capabilities that are aligned with environmental sustainability such as green leadership and strategy can serve as valuable, rare, inimitable, and non-substitutable (vrin) resources that yield long term competitive advantage (hart, 1995). in this context, GKol is conceptualized as a rare internal capability that promotes the generation and diffusion of environmentally focused knowledge, enabling sustainable transformation within firms (naqshbandi & Jasimuddin, 2018). nrBv also justifies the importance of Es as a deliberate resource deployment mechanism that facilitates the execution of eco-innovation objectives through structured policies and performance metrics (Ko & liu, 2017). ...
... in this regard, dct explains how GKol enhances a firm's capacity to realign strategies in response to changing environmental challenges. this creates actionable, effective strategies that promote both sustainability and business success (Banmairuroy et al., 2022;González-Mohíno et al., 2024;naqshbandi & Jasimuddin, 2018). ...
This study examines how green knowledge-oriented leadership (GKOL) drives green innovation (GI) in manufacturing SMEs, with a focus on the mediating role of environmental strategy (ES) and the moderating effect of green artificial intelligence capability (GAIC). Drawing on the Natural Resource-Based View (NRBV) and Dynamic Capability Theory (DCT), the study developed and empirically tested an integrated framework that captures the interplay between leadership, strategy, and digital capability in promoting sustainable innovation. Data were collected from 219 Malaysian manufacturing SMEs using a structured questionnaire, and structural equation modeling was employed via SmartPLS to evaluate the proposed relationships, with the reliability and validity of the constructs verified through composite reliability, average variance extracted, and discriminant validity. The findings reveal that GKOL significantly enhances ES, which in turn enhances GI, with ES partially mediating this relationship. Additionally, GAIC strengthens the effect of GKOL on GI, underscoring the role of AI-enabled capabilities in amplifying green leadership outcomes. This study contributes to the literature by offering a unified leadership–strategy–technology framework for understanding sustainability transformation in resource-constrained SME settings and provides actionable insights for managers and policymakers on leveraging GKOL and digital transformation for sustainable development.
... Knowledge has been identified as a type of strategic resource for firms (Naqshbandi and Jasimuddin, 2018). It helps firms create value and competitive advantage (Naqshbandi et al., 2024). ...
... In other words, acquiring new knowledge is necessary for firm innovation, but it requires firms to explore and put the new knowledge into practice for innovation activities (Arsawan et al., 2022;Bloodgood, 2019). Although researchers have focused on understanding how knowledge contributes to firm innovation (Naqshbandi and Jasimuddin, 2018;Naqshbandi et al., 2024), the impact of technology capabilities on firm innovation through the mediating mechanism of knowledge has been underexplored in current literature. To the best of our knowledge, empirical evidence on the serial mediating roles of knowledge acquisition and knowledge exploration practices in the link between technology capabilities and firm innovation has been scarce. ...
... Such integration allows firms to respond more quickly and effectively to changes in the marketplace than its competitors. Naqshbandi and Jasimuddin (2018) indicated that knowledge as a strategic resource can create value and competitive advantage only when explored and exploited to leverage innovation activities. When firms obtain knowledge from sharing and collaborative activities with other business partners, they should integrate and use knowledge to convert it into competency, which enhances firms' innovation (Jasimuddin and Naqshbandi, 2019;Naqshbandi et al., 2023Naqshbandi et al., , 2024. ...
Purpose
This study uses a resource-based view as a theoretical basis to propose and test a research model that examines the influence of technology capabilities on firm innovation, with the serial mediation of knowledge acquisition and knowledge exploration practices.
Design/methodology/approach
This study collects a sample of 212 manufacturing firms in Vietnam using a survey questionnaire. Structural equation modeling with SmartPLS is used to analyze and test the research hypotheses.
Findings
Results show a positive and direct influence of technology capabilities on firm innovation. Knowledge acquisition also positively mediates the link between technology capabilities and knowledge exploration practices. Knowledge exploration practices positively mediate the link between technology capabilities and firm innovation. Moreover, knowledge acquisition and knowledge exploration practices play a positive serial mediation between technology capabilities and firm innovation.
Originality/value
This study tests a research model that provides new insight into the relationship between technology capabilities and firm innovation, with the serial mediating mechanisms of knowledge acquisition and knowledge exploration practices. The research model has not been examined in the current literature. Thus, the findings of this study provide implications for researchers and business managers in understanding and making decisions to enhance firm innovation from technology capabilities, knowledge acquisition and knowledge exploration practices.
... In this context, no single study has operationalised or examined KOL, indicating a distinct research area. Previous studies (Naqshbandi & Jasimuddin, 2018;Sahibzada et al., 2021) suggest that knowledge management practices, including knowledge sharing, could provide an intervening context in the relationship between leadership and other organisational variables. However, the mediating role of knowledge management practices on individual-level variables is still a developing area of research. ...
... Given the above, the study adds to the body of knowledge by examining the influences of KOL on employees' creative work engagement, a topic not previously examined in the context of a public service organisation. The study will also confirm the argument from previous research that KOL can influence other valued constructs via knowledge management practices, of which knowledge sharing is one (Naqshbandi & Jasimuddin, 2018). Furthermore, although leadership and organisational studies have improved their focus on KOL's influences, research has not adequately discussed its roles in fostering individual and organisational-level outcomes (Rehman & Iqbal, 2020). ...
... Knowledge-oriented Leadership Knowledge-oriented leadership (KOL) is the combination of transformational and transactional leadership behavioural qualities to stimulate the sharing, creation, and use of important knowledge in a way that brings about a collective shift in thinking and achievable outcomes (Donate & Sánchez de Pablo, 2014;Naqshbandi & Jasimuddin, 2018). The essence of combining both leadership qualities is to create an interactive and motivating context in which to coordinate employees in areas particularly sensitive to knowledge creation, knowledge integration, and learning (González-Mohíno et al., 2024). ...
Leadership is one of the essential elements that fosters creative work engagements in organisations. This study investigates the relationship between knowledge-oriented leadership and creative work engagement, as well as the contextual role of knowledge sharing in facilitating this relationship in Asaba, Delta State. The study used a structured questionnaire to collect data from 191 clinical workers, conveniently sampled from a state-owned hospital. The data collected was analysed using the partial least squares [PLS] structural equation modelling method. The analysis revealed that knowledge-oriented leadership has a significant and positive influence on creative work engagement, with knowledge sharing acting as a partial mediating factor. The study concluded that knowledge-oriented leaders can promote knowledge sharing to maximise their significant and positive influence strengthen the connections and boost employees' engagement in creative work. Among them is the need to curate leadership trainings to develop the ambidextrous behaviours associated with knowledge-oriented leadership, with a focus on enhanced communication and motivation. Furthermore, organisations should frequently develop in-house leadership trainings and sponsor employees, partly or fully, to externally organised training programmes.
... Shamim et al. (2017) identified key KOL behaviors such as mentoring, facilitating knowledge-sharing initiatives, and incentivizing innovation, all of which contribute to improved KM procedures by cultivating a cooperative and trusting culture. Naqshbandi & Jasimuddin (2018) further emphasized that KOL enhances collaboration in multinational firms, strengthening KM processes and boosting innovation. Additionally, Latif et al. (2020) and Al- Rashdi et al. (2019) confirmed that KOL driven leadership promotes KM adoption, optimizing resource use and employee engagement. ...
... The study validates the integration of the Knowledge-Based View (KBV), Path-Goal Theory, and Social Capital Theory in understanding the dynamics between leadership, KM, and performance. Similar to Naqshbandi & Jasimuddin (2018), who emphasized KM capability as a mediator in multinational enterprises, the findings demonstrate that KM processes function as a vital link between leadership and performance. The findings enrich the KBV framework 19 by demonstrating how KOL transforms knowledge into strategic assets, enabling firms to sustain competitive advantages through effective KM practices (Grant, 1996). ...
Background: Effective leadership in managing knowledge resources has become essential for organizational success in today's information-driven and competitive economy. As a knowledge-intensive industry, banking depends on strategically applying knowledge assets to improve operational effectiveness, innovation, and service quality. Consequently, by cultivating a culture that encourages knowledge creation, sharing, and application, Knowledge-Oriented Leadership (KOL) has become a significant performance driver. Objectives: Using the Knowledge-Based View and the Path-Goal Theory, this study investigates how Knowledge-Oriented Leadership affects Organizational Performance in Nepal's banking sector, emphasizing the mediating role of Knowledge Management procedures. Methods: This research adopts a descriptive and causal design, using non-probability convenience sampling from 319 employees of commercial banks in Kathmandu. A structured questionnaire was used to collect data, and regression modeling, correlation analysis, and mediation techniques were used to assess the hypotheses. Results: The results show a strong positive correlation between organizational performance and knowledge-oriented leadership, suggesting collaborative leaders improve performance. Further, mediation analysis demonstrates that this relationship is partially mediated by knowledge management processes, emphasizing both the knowledge-driven and direct effects of leadership on performance. Novelty: This study is among the limited empirical studies in Nepal exploring how KOL drives organizational performance through KM processes. By extending leadership and KM theories into a developing economy context, it offers valuable theoretical and managerial contributions for improving performance in knowledge-intensive industries.
... Communities led by leaders who have knowledge in different ways are linked to the dependency of members who want to make use of intellectual resources, together with the strong desire to develop their communities. Overall, it is the motivation of every person in the community that drives towards the whole capability in creating performance (Maamari et al., 2022;Naqshbandi & Jasimuddin, 2018). Thus, the relationship between process and behavior is in the form of goals of a work system designed to promote behavior that is a key success factor. ...
... It is one of management approaches in which leaders must manage the elements of the organization. In this case, the community must have access to the basis of culture and the environment in the society (Naqshbandi & Jasimuddin, 2018). However, an important part of the environment in Thailand is to share knowledge between each other. ...
This study aims to analyze the relationship between knowledge leadership and community performance through mediating variables such as knowledge sharing that leads to community attachment and community citizenship behaviors, using quantitative research methods and structural equation analysis to find the path analysis among variables. The sample in the study consisted of 286 accommodation service providers in tourism communities according to the criteria of community-based tourism in Thailand. The results of the analysis found that knowledge leadership has an indirect effect on the relationship, while the relationship value must be conveyed to knowledge management, community commitment, community citizenship behavior, followed by performance, with a statistical significance value of 0.05, and a good structural consistency. The results of this study revealed the interplay of leadership impacts knowledge management, fostering community commitment that cultivates community citizenship behavior among community members, which enhancing performance and establishing a causal relationship. the complexity of behaviors in tourism communities with high levels of social exchange, as well as having a complicated form in the same way as organizational management. Therefore, sustainable community-based tourism management should rely on developing internal strength and mutual assistance in order to create a culture to be inherited in the future. To cope with changes, especially community leaders must equitable dissemination of knowledge to guarantee its implementation. Knowledge sharing enhances community members' comprehension of how to attain optimal performance within the group. A community that cultivates a culture of knowledge management promotes a sense of belonging and is prepared to prioritize the collective interests.
... Based on this, from the perspective of the leadership style, we introduce the moderating variable of knowledge-oriented leadership to explain the mechanism of enterprise integration and allocation of heterogeneous knowledge resources. Knowledge-oriented leaders attach importance to the role of knowledge in enterprise development and encourage employees to actively engage in knowledge learning and resource innovation [22,23]. Under this influence, the user resources obtained after enterprise-user interaction will be more efficiently allocated into valuable and unique resources. ...
... Communication here implies that leaders are adept at listening to employees' opinions, bestowing them with ample trust and respect. Meanwhile, they tolerate employees' mistakes and encourage continuous innovation among them [23]. Motivation means that leaders attach great importance to both internal and external knowledge and endeavor to lead by example. ...
In the context of an increasingly volatile, uncertain, complex, and ambiguous (VUCA) business environment, the ability of an enterprise to develop a robust and resilient business model is critical for its long-term sustainability. Although existing research has delved into the relationship between enterprise behavior and business model resilience, most of these studies, which predominantly adopt an enterprise-centric perspective, rely on qualitative methodologies. Consequently, there is a notable gap in quantitative research examining the relationship between enterprise–user interaction and business model resilience. To bridge this research gap, this study, grounded in dynamic capability theory, conducts an empirical investigation using a sample of 300 questionnaires to explore the intricate internal mechanisms underlying the impact of enterprise–user interaction on business model resilience. The findings reveal that enterprises engaging in more frequent interactions with users tend to exhibit stronger business model resilience. Furthermore, dynamic capability serves as a mediating mechanism in the relationship between enterprise–user interaction and business model resilience. Additionally, knowledge-oriented leadership, as an emerging leadership style, plays a moderating role in the relationship between enterprise–user interaction and dynamic capability, as well as in the mediating effect of dynamic capability. This study contributes to the literature by deepening the understanding of the interplay between enterprise–user interaction and business model resilience. Moreover, it offers practical insights for enterprises seeking to enhance their business model resilience in the VUCA era.
... The mediating role of KIC Through the lens of RBV and KBV, knowledge resources can be best utilized when an organization has a sound infrastructure composed of a supportive culture, technological and structural capabilities (Naqshbandi and Jasimuddin, 2018). According to Donate and de Pablo (2015), an organization with a proper KIC can outsmart its competitors. ...
... According to Donate and de Pablo (2015), an organization with a proper KIC can outsmart its competitors. However, leaders effectively explore and exploit knowledge by building infrastructure and improving innovation outcomes (Naqshbandi and Jasimuddin, 2018). As observed by Shahzad et al. (2020), the KIC is established by knowledge-oriented leadership which ultimately mediates and enhances the organizational outcomes. ...
Purpose
This paper is drawn on resource-based theory (RBV), dynamic capability theory (DCV) and situational strength theory (SST). It aims to investigate the relationship of entrepreneurial leadership (EL) on project success (PS) through the mediating role of dynamic capabilities (DCs), big data analytic capability (BDAC) and sustainable resilience (SR). It also explores the moderating effect of knowledge sabotage behaviour (KSB) on the relationship of BDAC and SR with PS.
Design/methodology/approach
Data was collected via Questionnaire survey through convenience sampling from the sample of 550 employees working on project in software companies. Of these, 467 response was deemed valid for analysis. The data was analysed using structural equation modelling (SEM) with SMART-PLS tool.
Findings
The study revealed a significant impact of EL on PS ( p < 0.05). It also confirmed the significant mediating role of BDAC and SR ( p < 0.05) in EL and PS relationship. These findings emphasize that adapting an entrepreneurial leadership style provides an environment conducive to achieving project success. Moreover, the presence of DCs like BDAC and SR enhances the organization adaptability, efficiency and firms’ endurance to disruption and strengthens their ability to navigate challenges and drive firm outcomes.
Originality/value
The research provides valuable insight into the role of EL as a contemporary leadership style in project-based firms that are marked by high risk and uncertainty. Also, this research is the first to examine the role of DCs, i.e. BDAC and SR as essential support in the execution of a project. Moreover, the research also highlights the importance of the effective role of DCs in achieving PS by mitigating the moderating influence of KSB. Thus, these DCs are empirically proven to facilitate EL in-driving project success in volatile environment while avoiding counterproductive work behaviour.
... In application to Learning Organisation Theory, "knowledge oriented leadership and decentralised organisation structure" function as enablers for organisational innovation. Knowledge oriented leadership stimulates innovation by introducing new information, and a decentralised organisation structure acts as an enabler by promoting learning and development, reducing communication barriers, and empowering employees in decision-making, all contributing to innovation (Naqshbandi & Jasimuddin, 2018). ...
... Leaders must manage knowledge acquisition and application effectively to influence constructive outcomes. Consequently, knowledge oriented leadership has become essential to meet the challenges of the contemporary world (Naqshbandi & Jasimuddin, 2018). ...
This study addresses the evolving landscape of the manufacturing sector, particularly in developing nations like Malaysia, against the backdrop of the influential Industry 4.0 paradigm. The manufacturing arena, vital for economic progress, encounters heightened competitiveness and complexity, necessitating a reevaluation of strategies. The impetus behind this research is the imperative for manufacturing entities to enhance efficiency by embracing innovation as a fundamental aspect of their operational frameworks. Practices such as knowledge oriented leadership, electronic human resource management (e-HRM), and decentralised organisation structures emerge as pivotal elements to navigate the challenges presented by Industry 4.0. This study serves a dual purpose: guiding manufacturing firms in proactively preparing for Industry 4.0 and exploring the nuanced challenges associated with an aging workforce in this transformative context. Incorporating a mixed-method approach, the study initially adopts a quantitative, cross-sectional design. SPSS is employed for descriptive statistics, while Smart PLS is utilised for structural and measurement model analyses. This comprehensive methodology allows for a thorough exploration of the intricate relationships affecting Industry 4.0 readiness. In parallel, a qualitative facet was incorporated through thematic analysis, validating and enriching the findings on the impact of Industry 4.0 on urban planning derived from participant interviews. The findings emphasise that knowledge oriented leadership and eHRM are significant contributors to organisation innovation and Industry 4.0 readiness in the Malaysian manufacturing sector. Knowledge oriented leadership positively influences innovation, while e-HRM facilitates technological adoption by improving recruitment, learning, and performance appraisal systems. However, a decentralised organisational structure showed an insignificant effect on Industry 4.0 readiness, likely due to the unique challenges faced by smaller manufacturing firms. Notably, the study's findings on the varying influence of an aging workforce on Industry 4.0 readiness offer novel insights, highlighting the need for tailored workforce policies to support effective Industry 4.0 adoption. A notable contribution lies in the pioneering inquiry into the readiness of the Malaysian manufacturing sector for Industry 4.0. Identifying knowledge oriented leadership and e-HRM as crucial prerequisites for innovation and Industry 4.0 adoption, the study enriches the understanding of the intricate dynamics at the intersection of manufacturing, innovation, and Industry 4.0. Practically, the study offers actionable insights for Malaysian government officials shaping Industry 4.0 policies and stakeholders in navigating this transformative industrial era. Moreover, it will also help the stakeholders of other countries that are working towards Industry 4.0.
... have embraced the open innovation (OI) model and reduced their reliance on inwardly focused, closed innovation (Naqshbandi & Jasimuddin, 2018). Existing research has measured the degree of OI through questionnaire data or collaborative patents (Brockman et al., 2018;Naqshbandi & Tabche, 2018). ...
... Although ESG-based research on export intensity has been reflected in the trend of cooperation and innovation with external partners, how ESG plays a role in multinational enterprises' OI strategy remains unclear (Wu, Chen, et al., 2022). At present, a large number of global enterprises have implemented OI (Naqshbandi & Jasimuddin, 2018 Cohen and Levinthal (1990) laid the foundation for the introduction of the absorptive capacity concept while investigating the involvement of enterprises in R&D. Subsequently, this concept underwent a progressive evolution, transforming into a theoretical framework applied by scholars to enhance innovation and performance within enterprises (Butler & Ferlie, 2020). ...
Within the context of the ‘go global’ strategy, for enabling enterprises to effectively form open innovation strategies to enhance overseas business income and assume environmental, social and governance (ESG) responsibilities and to explore the importance and operational mechanisms of ESG, this paper adopts a three‐step method to analyse the panel data of Chinese multinational enterprises from 2011 to 2019. The results indicate that adopting open innovation can improve overseas business income and environmental and social performance. The environment and society are two critical intermediary channels for the impact mechanisms of open innovation on overseas business income. Based on these findings, we make some recommendations for enterprises and external investors. This research also expands the current understanding of the correlation between open innovation, ESG and overseas operation activities, providing evidence on open innovation strategy for managers and verifying the vital role of ESG in enterprise operations.
... Previous research points out that distributed leadership can play a crucial role in overcoming resistance to change and in establishing competitive advantages by creating organizational synergies and introducing new initiatives (Lerner Page 2 of 21 Dongxian and Batool Journal of Innovation and Entrepreneurship (2024) 13:82 & Tirole, 2005). Leaders' ability has a major role in managing emotions and knowledge to affect innovation among enterprises (Choudhary et al., 2017;Naqshbandi & Jasimuddin, 2018). As employees are the producers and implementers of organizational innovation, their entrepreneurial and innovative behaviour is the foundation of organizational innovation and serves as an important factor that can promote the sustainable survival and development of enterprises (Edquist, 2010;Kuratko et al., 2014). ...
... An increasing number of multinational enterprises (MNEs) are strategically leveraging open innovation to gain and maintain competitive advantages, ultimately positioning themselves as industry leaders in the market (Naqshbandi & Jasimuddin, 2018). In the context of inter-enterprise open innovation, the presence of skilled individuals capable of effectively identifying, obtaining, adapting, and leveraging innovative knowledge is crucial (Naqshbandi & Tabche, 2018;Tirabeni et al., 2015), as it involves both inflow and outflow of knowledge resulting from exploration and development activities. ...
Employee innovative behaviour shapes the core competitiveness of an enterprise. Leadership style has been shown to influence employee innovative behaviour significantly. This research paper fills the gap by exploring the relationship between distributed leadership as an emerging leadership style and employee innovative behaviour along with psychological empowerment as mediator and organizational innovation climate as a moderator. 567 responses were collected from 29 different regions in China based on their availability through an adapted questionnaire. The data were analyzed using statistical software Mplus 6.0 and SPSS 19.0. The research results show that distributed leadership not only positively affects the innovative behaviour of employees but also has a positive impact on psychological empowerment and such empowerment positively influences employee innovative behaviour. The results also confirm that psychological empowerment mediates the relationship between the innovative behaviour of employees and distributed leadership. In addition, the organizational innovation climate moderates the relationship between psychological empowerment and the innovative behaviour of employees. The study not only contributed by confirming the moderating effect of organizational innovation climate on the relationship between psychological empowerment and employee innovative behaviour but also added directions for future researchers to explore more about the relationship between psychological empowerment and employee innovative behaviour along with theoretical research on enterprise leadership and management.
... Strong intellectual capital inside a business is linked to higher profitability and financial stability (Tsai et al., 2020). Businesses can improve their competitiveness and financial performance by producing substantial added value from existing structural assets through effective IC management (Naqshbandi et al., 2018). As a result, IC boosts the company's competitive position in the market and enhances internal performance, which eventually leads to higher profitability. ...
This study examines the influence of intellectual capital on profitability with firm size as a moderating variable in manufacturing companies listed on the Indonesia Stock Exchange (IDX) for the 2021–2023 period. Return on assets (ROA) is used as a proxy for profitability, the VAICTM model is used to assess intellectual capital, and total assets are used to measure business size. Moderated Regression Analysis (MRA) was utilized to analyze the 359 data samples used in this study. The results show that Intellectual Capital has a significant positive effect on profitability. Firm size is proven to negatively moderate this effect, indicating that the positive impact of intellectual capital on profitability tends to weaken in larger-scale companies.
... By integrating KM with innovation leadership, organizations can enhance knowledge flows, improve decision-making agility and foster a culture of continuous experimentation and learning. This strategic alignment empowers employees to generate breakthrough solutions and optimize corporate processes, reinforcing an organization's ability to navigate complexity and sustain long-term growth (Hebibi et al., 2019;Naqshbandi and Jasimuddin, 2018). ...
Purpose
While the relationship between knowledge management (KM) and innovation has been extensively studied, the dynamic processes that transform existing knowledge assets into innovative outputs remain underexplored. This study aims to investigate how organizations can cultivate continuous innovation by strategically leveraging their knowledge assets. It examines the perspectives of KM professionals on the systemic connections between KM and the development of innovation capacity.
Design/methodology/approach
A qualitative, inductive methodology was adopted, involving 46 interviews with KM experts and a web ethnography of two KM-focused Facebook groups. A thematic analysis approach was utilized for data analysis.
Findings
The results reveal three key interrelationships between KM and innovation, emphasizing the transformation of existing knowledge stocks into continuous innovation flows rather than isolated events. This process is facilitated by adaptive spaces that promote idea exchanges and strategic learning, stimulating knowledge-based innovation. Effective KM practices foster collaboration, accelerate time to market and enhance organizational flexibility, all of which are essential drivers of innovation. As continuous innovation catalyzes organizational renewal, and competitiveness, the findings underscore targeted mechanisms for developing intellectual capital into ongoing value-creation cycles.
Originality/value
This study offers a distinctive contribution by illuminating the mechanisms through which KM strategies transform latent knowledge into sustained innovation capacity. It addresses a critical gap by capturing the experiences of KM practitioners in leveraging strategic knowledge to foster innovation within adaptive enterprises. The findings provide fresh theoretical and practical insights into how purposeful KM approaches can systematically enhance organizational learning capabilities and generate impactful innovation outcomes.
... The theoretical framework guiding this study is the knowledge-based view [29], which posits that organizations, as social entities, leverage and store internal knowledge, capabilities and competencies crucial for their growth, success and survival. The knowledge-based view has been widely employed in the literature on organizational performance [30] [31]. To contribute to this theory, the present study aims to assess the mediating impact of organizational innovation capability in the association amid learning organization, organizational agility, and organizational performance. ...
Introduction: In the era of modern management, organizations are required to continuously innovate and improve performance through adaptive and learning-oriented management approaches. This study examines the impact of modern management approaches, specifically through innovation capability and E-HRM systems, on organizational performance. Objectives: The primary objective of this study is to investigate the extent to which organizational agility and learning organization influence organizational performance, with innovation capability as a mediator and E-HRM systems as a moderator. Methods: This research was conducted in December 2023 by collecting 408 questionnaires from entrepreneurs and management personnel in randomly selected SMEs in Jakarta, Indonesia. Data analysis was performed using SPSS and structural equation modeling (SEM) through SmartPLS 4 to evaluate the relationships between the variables. Results: The findings reveal that organizational agility and learning organization have significant and positive impacts on organizational performance. Additionally, innovation capability significantly mediates the relationship between organizational agility, learning organization, and organizational performance. However, E-HRM systems show only a small moderating effect on the relationship between innovation capability and organizational performance. Conclusions: The application of modern management approaches involving organizational agility and learning organization is crucial in enhancing organizational performance, particularly through strengthening innovation capability. Although the moderating effect of E-HRM systems is limited, these systems still play a role in reinforcing the relationship between innovation and organizational performance in the digital era.
... (Döös & Wilhelmson, 2015) argue that learning-oriented leadership fosters a culture of continuous learning, essential for improving staff work and competence, a finding that is supported by later studies such as those by (Mikkelsen & Olsen, 2019) who highlight how change-oriented leadership enhances work performance and job satisfaction through its effect on learning demands. Similarly, knowledgeoriented leadership (KOL), discussed by authors like (Naqshbandi & Jasimuddin, 2018) and (Rehman & Iqbal, 2020), is shown to positively influence knowledge management capabilities, fostering open innovation and ultimately boosting organizational performance. In sectors like hospitality and healthcare, as indicated by (Wallo et al., 2022), KOL is crucial for enhancing innovation while mitigating conflicts. ...
In an increasingly competitive industrial landscape, organizations must enhance leadership and human resource capabilities to drive innovation and sustain long-term competitive advantage. This reserach examines the relationship between knowledge-oriented leadership, human resource development, and organizational innovation in achieving sustainable competitive advantage in the industry sector. The research aims to assess how leadership and HR development contribute to innovation and long-term competitiveness. Using a meta-analytic approach, this reserach analyzes 30 empirical articles indexed in Scopus Q1–Q3 from Springer, Wiley, MDPI, and Taylor & Francis. Articles were identified through keywords such as "Knowledge-Oriented Leadership," "Human Resource Development," and "Industry Sector." Data were processed using meta-analysis techniques, including forest and funnel plots, to measure the strength and consistency of relationships among variables. The results indicate that knowledge-oriented leadership and human resource development significantly enhance organizational innovation, thereby reinforcing sustainable competitive advantage. The forest and funnel plot scores, averaging around 0.5, suggest a moderate but positive correlation within the industry sector. These findings emphasize the need for industry leaders to strengthen leadership competencies and invest in human resource development to foster continuous innovation. The reserach also calls for future research to explore additional moderating variables that may further influence these relationships.
... The role of entrepreneurs in the creative sectors is above all strategic, that is, they identify new opportunities, innovate and transform their own creativity into valuable products and services, while at the same time leading the development of the creative sectors (Bendassolli and Borges-Andrade, 2013;Yodchai, et al., 2022). They also play an important role in helping employees build and reorganize their knowledge and experience (Naqshbandi and Jasimuddin, 2018). It should be noted that the role and respective importance, performed by any creative entrepreneur, is increasingly recognized in the economy, mainly due to the notorious economic development (Lin, 2011). ...
Purpose
This study aims to understand the role of the creative entrepreneur in the development of his business.
Design/methodology/approach
For the development of this study, primary data were collected through semi-structured interviews with five creative entrepreneurs in the Douro region. To triangulate the information, interviews were also carried out with four heads of local institutions, namely, a university, two municipalities and a business incubator.
Findings
The results obtained suggest that creative entrepreneurs play an important role in the development of their business, since creativity and innovation are fundamental for the sustainability of their business. However, the results suggest that the main difficulties experienced by this type of entrepreneurs are related to poor knowledge and interest in management. As a rule, poor management knowledge leads to the emergence of several obstacles, related to sales, stocks, production costs and bureaucracy.
Research limitations/implications
This study contributes to the existing literature by providing new insights into the main difficulties of creative entrepreneurs, how they overcome these obstacles.
Practical implications
The results obtained provide important information for policymakers. The creation of management training programs and cooperation incentives can be important for the growth and development of this type of company. In addition, it shows that it is necessary to create specific policies to encourage and support creative entrepreneurs, since they have different specifications than most entrepreneurs.
Originality/value
This study provides empirical evidence on the ability to explore the intersection between individual entrepreneur creativity and business success. Furthermore, this study demonstrates: i) how your creative entrepreneur management knowledge affects your business; ii) the main difficulties of this type of entrepreneurs; iii) how they have overcome these difficulties; iv) how creative entrepreneurs cooperate with each other.
... It is crucial in enhancing an organization's information systems and information by influencing its culture, structure, and technological infrastructure. Leadership that focuses on knowledge and combines transformational and transactional techniques effectively promotes creativity by facilitating knowledge processes and facilitating the process of knowledge creation rather than exerting control and providing direction (Donate & Sanchez de Pablo, 2015;Naqshbandi & Jasimuddin, 2018;Nonaka et al., 2006;Riaz et al., 2023). ...
Knowledge creation is an incessant activity in the organization that is practiced collectively and individually. Knowledge creation practice is vital for competitive advantage for business organizations and helps to provide quality services for public organizations like universities. Universities are considered the “hub of knowledge,” and knowledge creation is practiced continuously. This study aims to examine the knowledge-creation practices in Ethiopian public research universities. The study data were collected by using a questionnaire from 379 respondents from Addis Ababa, Hawasa, and Arba mich public research universities. The collected data were analyzed by using smart PLS 4 consistent algorithms. The study findings revealed that universities’ knowledge-creation practices positively link with human resource practice (performance appraisal) and organizational culture. However, knowledge-oriented leadership (transformational and transactional leadership) has no statistically significant relationship with the knowledge-creation practices of public research universities. The organizational culture partially mediates the relationship between performance appraisals and fully mediates the relationship between transactional leadership with university knowledge-creation practices. The researchers recommend that university leaders strive to create a cooperative culture to transform universities globally and apply knowledge-based performance appraisal practices relevant to workers’ to apply knowledge-creation practices in the universities successfully.
... Mazzola et al. (2015) suggest that supply chain innovation is not a transformation, but rather a chain or network of organizations participating in the innovation process. Research conducted by Yoon et al. (2016) and Naqshbandi and Jasimuddin (2018) show that innovation leadership has a positive effect on process improvement. Leaders must develop effective processes and provide appropriate resource support to drive process improvements to improve quality services. ...
Supply chain management is closely related to the operational processes in an organization. Innovation leadership plays a role in efficiently managing the improvement of supply chain processes and information technology from upstream to downstream. This study analyzes the influence of innovation leadership on supply chain efficiency mediated by process improvement and information technology. This research data was obtained from micro, small and medium enterprises in the creative economy sector in the Special Region of Yogyakarta and obtained as many as 50 respondents. This study uses Smart PLS 4.0 software as a data analysis tool. The results of the study prove that innovation leadership has a positive effect on supply chain efficiency, process improvement mediates the influence of innovation leadership on supply chain efficiency, and information technology mediates the influence of innovation leadership on supply chain efficiency.
... Some authors (Naqshbandi & Jasimuddin, 2018;West & Bogers, 2014 categorized the approaches regarding OI in organizations. Hence, relying on a case-based methodology, Tirabeni and Soderquist (2019) identified engagement practices in leading innovation-driven companies in the ICT sector. ...
Organizations face challenges in acquiring the necessary expertise and dynamic capabilities (DCs) to rapidly develop products and services due to the current technological environment. Open innovation (OI) offers greater flexibility by enabling cooperation with external partners and motivating personnel to adopt new business approaches. Social media can play a crucial role in this strategy, providing valuable information that can enhance the performance of innovation projects by accessing market insights and innovative technical solutions. The article aims to analyze how social media and OI strategy, integrated with DCs, can enhance business opportunities and challenges. This research proposes an analytical framework contributing to literature and theory on using social media analysis to gauge innovation strategy implementation and contrast it with DC theory. It provides a comprehensive framework addressing essential characteristics to navigate changing scenarios by using an innovative method (netnography) to understand and measure companies’ interaction on social media, utilizing primary data (surveys on openness to innovation) and secondary data (LinkedIn data analyzed through machine learning and natural language processing). The empirical section of the paper quantifies the strategic advantages of OI and DCs with a focus on eight innovative multinational tech-based corporations, analyzing their “degree of openness” and adaptability. Organizations that are more open and accumulate integrated knowledge gain competitive advantages, enhancing their ability to innovate, coordinate, rapidly market, and respond to market changes, demonstrating the development of DC alongside OI. Managerial implications relate to the need to match OI strategy with DCs associated with social media.
... KOL is termed as an attitude or action putting forward the creation, sharing, and use of new knowledge in a way that leads to a shift in collective results (Naqshbandi and Jasimuddin 2018;Gürlek & Çemberci, 2020). Whereas, team performance is defined in such a way that the knowledge, behavior, and skills of a team that help to achieve the team goal are called team performance (Pawirosumarto 2017). ...
The concept of internal marketing, especially in developing economies, has been scarcely explored. Therefore, this study investigates the overlooked role of internal marketing as a mediator between knowledge-oriented leadership and team performance in higher education institutions. In other words, the intention of the study is to understand whether knowledge-based leadership directly or indirectly contributes to team performance in higher education institutions through the mediating role of internal marketing. Besides, the data collected in this study were collected from the faculty members of universities (public and private) in Pakistan, which consisted of 70 team leaders and 305 team members. The data were scrutinized by using Smart Partial Least Squares software 4. The results indicated that knowledge-oriented leadership has a positive impact on team performance in higher education institutions. Moreover, the finding shows that internal marketing mediates the relationship between knowledge-based leadership and team performance. The results of our study also highlight the need for knowledge-oriented leadership to configure their internal marketing, which leads to enhanced team performance. Therefore, the findings of our study add value to the literature on leadership and internal marketing.
... For example, leaders practicing K-OL actively facilitate learning experiences by encouraging employees to engage in continuous development, seek out new information, and incorporate external knowledge into their daily routines. They create opportunities for staff to attend workshops, industry conferences, and knowledgesharing sessions to expand their expertise and bring fresh ideas into the organization [25]. ...
While digitalization and robotics are a reality for companies and contribute to value creation, few studies have examined their impact on operational performance. This study examines how digitalization in knowledge-intensive companies contributes to improving operational performance, emphasizing the importance of trust and effective knowledge-oriented leadership to create a positive context for its implementation. The study is conducted by surveying ten engineers with senior positions in companies with a high level of robotics and digitalization maturity. Through qualitative comparative analysis with fuzzy sets (fsQCA) and Partial Least Squares Structural Equation Modeling (PLS-SEM), combinations of factors leading to business success from the perspective of digitalization are identified. Findings reveal that trust in digital technology and effective leadership are crucial for improving operational efficiency in an increasingly digitized business environment. This study provides valuable insights into how the integration of advanced digital technologies through organizational factors such as knowledge-oriented leadership can contribute to improved operational performance, offering practical perspectives to managers on how to handle digitalization in knowledge-intensive organizations.
... The concept "knowledge leaders" certainly makes business sense, in that it is able to contribute to explaining how the management of Society 5.0 and knowledge are linked or related to the leadership of the organisation and how it aligns with the systems and processes of the organisation. leadership is defined as an attitude or action, observed or imputed, that provokes the creation, sharing and utilization of new knowledge which tends to create realignment in thinking and collective outcomes (Naqshbandi & Jasimuddin, 2018). To date, no general leadership theory or model has been presented that provides a comprehensive and allinclusive explanation of leadership. ...
Rationale of Study – To investigate the role of knowledge leaders to enhance organisational performance through Society 5.0 as a combination of continuous enquiry regarding the systems and processes of an organisation.Methodology – A systematic literature review, adopting an exploratory and descriptive approach was used to obtain insights into and to relate the basic theoretical concepts through a multiple-point-of-view and exploratory interpretivistic approach. The focus is on the shift to metamodernism, an oscillation between modernity and postmodernity, as an interpretative framework.Findings – One way to do this is to prepare the system (knowledge management) as the basis for creating a fusion between Society 5.0 and a continuous enquiry into the systems and processes of an organisation, including appropriate policies and technologies, to enhance organisational performance. It is posited that positive intervention will enhance knowledge sharing for problem solving and innovation to develop a culture of trust and commitment. In addition, a conceptual theoretical framework for the role of knowledge leaders in knowledgebased organisations was proposed to emphasise the core philosophy of Society 5.0 where the human being is positioned at the center of innovation, digital transformation and organisational computerisation. In this framework, intellectual capital at individual and collective level is arguably important to enhance organisational performance.Implications – This paper is limited to the presentation of a theoretical framework. Evidence-based research based on knowledge management and Society 5.0 is needed.Originality – This review shed light on an under-researched and crucial area in the ever-changing organisational environment and presented a conceptual theoretical framework to address the key theoretical constructs of Society 5.0, knowledge management, knowledge leaders, intellectual capital and innovation to improve organisational performance on the micro and macro levels beyond existing corporate frameworks.
... In the knowledge aptitude model, the effectiveness of management competencies significantly depends on the knowledge infrastructure. By integrating KM practices within an environmentally conscious context, there is a continuous enhancement in manufacturing performance and innovation (Naqshbandi & Jasimuddin, 2018). ...
... A deliberate attempt to hide the information which has been sought by some individual(s) Knowledge oriented leadership Naqshbandi and Jasimuddin (2018) A leadership style that inspires and supports the workers towards 'creating, sharing, and application of innovative knowledge' Note: SR-HRM = socially responsible human resource management. Skyrme (2000) developed the phrase 'knowledge leadership'. ...
This study investigates the influence of socially responsible human resource management (SR-HRM) on employees' entrepreneurial behaviour (EEB) in the manufacturing sector. Anchored in the social exchange theory, the research explores the intricate dynamics between SR-HRM practices, EEB, and knowledge hiding tendencies among employees. The choice of the manufacturing sector stems from the sector's reliance on skilled labour and the consequential impact on performance and innovation. A sample of 384 employees participated, with data collected through adapted questionnaires administered both in person and online. The findings indicate that SR-HRM significantly predicts EEB while negatively influencing knowledge hiding. Moreover, knowledge hiding mediates the relationship between SR-HRM and EEB. The study also identifies knowledge-oriented leadership as a crucial moderator in these dynamics. In practical terms, these insights guide HR managers and industrial psychologists in recruitment, selection, and intervention strategies to foster social exchange theory and mitigate knowledge hiding's adverse effects in the manufacturing sector.
Purpose
The purpose of this study is to identify the relationship of knowledge-based HRM (KBHRM) practices and knowledge sharing climate (KSC). It also covers the mediation of social capital (SC) and moderation of paradoxical leadership (PL).
Design/methodology/approach
The data for the current study were collected from IT firms. All in all, 319 completely filled questionnaires were used for data analysis.
Findings
The statistical analysis revealed that KBHRM practices and KSC are both directly and indirectly (via SC) related. The empirical results do not support the moderating role of PL between KBHRM and KSC, but an alternative model tested (moderating role of PL between KBHRM and SC), and the same was supported.
Originality/value
There is a dearth of literature focusing on the relationship of KBHRM and KSC. The inclusion of SC and PL has also not gained due attention from researchers.
Purpose
This systematic review uses the Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA) method to comprehensively analyze the available literature on knowledge management (KM) and its relation to innovation.
Design/methodology/approach
Relevant research papers from 2015 to 2022 were obtained from the WoS database. After screening and evaluating eligible studies using PRISMA guidelines, a final sample of 77 papers was selected after the exclusion process.
Findings
The review indicates that the majority of the published studies are from Asia and Europe. The researchers used different methodologies and data collection techniques in different research settings. Many studies integrated several theories, while other studies used single theories. Generally, the findings indicate that KM has a relationship with innovation in various research settings, and KM is an important driver of innovation.
Originality/value
The paper is original and evaluates the relationship between KM and innovation in different settings.
This study explores the influence of Knowledge Management (KM) on the Economic Performance (EP) of Spanish wineries, focusing on the mediating role of Open Innovation (OI). Additionally, it accounts for the effects of winery age, size, and Protected Designation of Origin (PDO) affiliation as control variables to enhance causality analysis. Grounded in a robust theoretical framework, the research applies Partial Least Squares Structural Equation Modeling (PLS-SEM) to data collected from 196 wineries across Spain between September 2022 and January 2023. Findings reveal a positive impact of KM practices on EP, with OI serving as a partial mediator in this relationship. This study contributes to the innovation literature by highlighting the synergistic effects of KM and OI in boosting EP in the Spanish wine sector, addressing a significant research gap and generating actionable insights for academia and industry practitioners alike.
The way organizations practice innovation has undergone transformations in recent decades. While until the end of the 20th century, the innovation process was developed individually or with a few agents, today, this process has become broader, in a perspective called open innovation (OI). OI encompasses different internal and external actors and addresses the knowledge exploration in its environment, and the transformation and use of acquired knowledge, called knowledge input and output flow, respectively. The development of OI depends on the firm's ability to absorb knowledge and, therefore, this study aims to analyze how OI relates to knowledge absorption capacity. To achieve this objective, this research is developed using a quantitative method. Data collection is based on a survey strategy with the participation of 218 Brazilian manufacturing companies and the data is analyzed using the structural equation modeling technique. The results indicate that the knowledge absorption capacity positively influences the two OI flows and shows how the components of the innovation capacity interfere individually in relation to OI.
Keywords:
Open Innovation; Absorption Capacity; Manufacturing companies; Structural equation modeling
Creative resources applied in the digital age 4.0, creative ideas in the industrial world with unique products are generally used to improve organizational performance. This study analyzes knowledge management (KM), and entrepreneurship orientation (EO) on organizational performance through absorptive capacity (AC) in rural banks in Bali Province. The study population was 160 rural banks in Bali and the sample used the random quota method with the number of respondents as much as 5 percent, namely as many as 120 people. Research analysis method with SEM-PLS technique. The results of the hypothesis test found that 1). There is a positive relationship between knowledge management (KM), and absorption (AC) to organizational performance (OP), 2). there is no effect of entrepreneurial orientation (EO) on organizational performance (OP). 3). Knowledge Management (KM) does not affect absorption (AC), 4). There is a significant positive relationship between entrepreneurial orientation (EO) to absorption capacity (AC).5). Absorption capacity (AC) has not been able to be a mediating variable in the relationship between knowledge management (KM) and organizational performance (OP). 6) absorption (AC) can be a mediating variable in the relationship between entrepreneurial orientation (EO) with organizational performance (OP) in rural banks in Bali Province.
Purpose
This study aims to explore how responsible leadership (RL) determines the type and effectiveness of entrepreneurial marketing (EM) activities and identify key intra-organizational capabilities that facilitate this relationship, which means moving from the intra- to the extra-organizational environment. This study also examines the moderating role of person–organization fit (P-O fit) on the impact of ethical climate (EC) and effective knowledge transfer (EKT) on EM.
Design/methodology/approach
Using a cross-sectional survey, data were collected from 100 small and medium-sized enterprises in Iran, focusing on scientific and research sectors. Structural equation modeling was used to analyze the mediation effects of EC and EKT on the RL–EM relationship, alongside the moderating influence of P-O fit.
Findings
The results of this study demonstrate that RL significantly promotes EM, mediated by an EC and EKT. The results also confirm the significant positive effect of EC on EKT. Furthermore, P-O fit enhances the effects of both EC and EKT on EM, suggesting that RL fosters an environment conducive to ethical practices and knowledge sharing, which in turn drives marketing innovation.
Research limitations/implications
The diversity in size, resources and organizational structures among small and medium-sized enterprises studied may enhance the generalizability of the findings; however, it may also complicate the categorization of data and increase the number of outlier data points. Future research should explore various industries and use longitudinal designs to better understand the evolving dynamics of these relationships.
Practical implications
This study shows that RL is crucial for EM, knowledge transfer and a positive EC. Organizations should focus on employees’ perceptions of ethics and foster an environment that promotes commitment, trust, communication and dedication. This approach aids knowledge transfer, helping identify market opportunities, innovate customer-oriented solutions and co-create value, ultimately boosting market share. Furthermore, aligning individuals with organizational values enhances knowledge transfer and ethical practices, driving marketing innovation and increasing customer satisfaction.
Originality/value
In turbulent markets, companies must introduce quality, reliable products. However, shortened product life cycles and faster new product introductions can lead to supply failures without new marketing methods. This research aims to identify factors influencing EM as an innovative approach through organizational capabilities. This study contributes to the literature by integrating RL, EC, knowledge transfer and P-O fit within the EM framework, offering insights into how leadership can shape effective marketing strategies.
Với vai trò ngày càng quan trọng của việc nâng cao năng lực đổi mới của doanh nghiệp trong bối cảnh nguồn lực hạn chế, nghiên cứu này nhằm khám phá các cơ chế và điều kiện thích hợp để cải thiện khả năng đổi mới thanh đạm của các doanh nghiệp vừa và nhỏ Việt Nam. Nghiên cứu sử dụng mô hình cấu trúc tuyến tính (SEM) và dữ liệu khảo sát từ 289 người tham gia tại 73 doanh nghiệp Việt Nam để kiểm tra tác động của văn hóa hợp tác và năng lực quản lý tri thức đối với khả năng đổi mới thanh đạm của doanh nghiệp. Kết quả nghiên cứu cho thấy văn hóa hợp tác tác động trực tiếp đến các khía cạnh của đổi mới thanh đạm như chức năng thanh đạm, chi phí thanh đạm và hệ sinh thái thanh đạm. Đồng thời, cũng xác nhận vai trò trung gian của quản trị tri thức trong mối quan hệ giữa văn hóa hợp tác và khả năng đổi mới thanh đạm. Nghiên cứu được kỳ vọng sẽ giúp các nhà quản trị nâng cao hiểu biết về con đường thích hợp để cải thiện thành công khả năng đổi mới thanh đạm cho các doanh nghiệp vừa và nhỏ Việt Nam.
Our research adopts a mixed approach, combining quantitative and qualitative elements, in this sense, it is based on the analysis of bibliographic citations to identify patterns of collaboration, relevant journals, influence of researchers and visibility of their publications. The aim of this study is to conduct a bibliometric review that gives a comprehensive overview of the academic literature on entrepreneurship and management skills. A comprehensive search of the Scopus database was carried out, finding 1997 relevant publications between 1958 and 2023. Then 154 were selected for bibliometric analysis using VOSviewer software. The analysis revealed that most authors make single, transient contributions, with only a small group making multiple contributions. This review provides a comprehensive overview of entrepreneurship and management skills. The results highlight the importance of continuing research and fostering collaboration among researchers.
Inbound open innovation (IOI) refers to the systematic integration of external technologies, knowledge, or know-how into a firm's internal development processes to drive innovation and maintain competitiveness. Despite the recognized potential of IOI in this regard, there is a limited empirical understanding of specific intra-organizational enablers that facilitate its successful implementation. This study addresses this gap by empirically testing and validating intra-organizational enablers for IOI within a theoretically grounded framework. Using multivariate regression analysis on a dataset of 73 German manufacturing companies, we find that IOI project success is strongly contingent on adaptive governance structures that balance strategic oversight with operational flexibility. Our findings therefore reveal that IOI often resembles radical innovation, necessitating flexible and adaptable governance models rather than rigid, formal leadership structures. Specifically, decentralized decision-making at the project level, combined with senior management steering, enhances responsiveness to uncertainty, while standardized knowledge-sharing mechanisms mitigate the challenges of non-repetitive innovation processes. Hence, this study not only provides new insights into the intra-organizational enablers that support IOI but also offers practical recommendations for effectively managing IOI initiatives.
This study contributes to understanding the human side of open innovation (OI) by reconceptualizing leadership as an emergent and dynamic process. Drawing upon extensive research in leadership theory and insights from emerging studies on non‐traditional organizational structures such as online communities and technology collaborations, the study introduces a dynamic process model of leadership within OI environments. Central to this model are two pivotal dimensions: the foundation of leadership authority (formal vs. informal) and the leader's orientation to engaging followers (democratic/participative vs. autocratic/hierarchical). The model is empirically validated by means of a longitudinal case study of co‐creation initiatives – a type of OI – within the cultural heritage sector. Three theoretical implications are derived from the analysis. First, we observe a dynamic interplay among various informal sources of authority – technical expertise and interpersonal trust – across the duration of OI projects. Second, the leader's orientation to followers constitutes a skill and an adaptive capability rather than a fixed personal trait. Third, we underscore the significance of physical proximity as a crucial determinant of leadership effectiveness in OI settings, influencing a leader's comprehension and interpretation of the contextual landscape. In doing so the study advances and enriches the theoretical underpinnings of OI leadership, moving beyond conventional models rooted in closed‐innovation paradigms. Our research underscores the necessity of embracing the dynamic nature of leadership within OI projects, offering valuable insights for practitioners and scholars alike.
Innovation systems research has seen rapid evolution, expanding in both depth and scope. The increasing frequency of contributions has added complexity, posing challenges for scholars and practitioners in management and policy. This paper employs advanced data-driven techniques, including natural language processing and machine learning, to map and analyze contemporary research. Focusing on studies between 2001 and 2023, the investigation introduces a novel clustering of sub-topics, tracking their dynamics and evolution over time. It highlights a growing emphasis on National Innovation Systems, Institutional Cooperation Networks, and Frameworks and Process Modelling. Although European research remains dominant, contributions from emerging economies are steadily increasing, underscoring the global importance of innovation. By highlighting key concepts, influential works, and mapping recent shifts in the field, this paper offers a focused analysis of the current state of innovation systems research, prioritizing developments from the last two decades and shedding light on emerging areas of attention.
Purpose
The purpose of this study is to explore the interconnection among knowledge-oriented leadership, organizational trust, psychological capital and innovative performance via a serial mediation model, drawing upon contingency theory and positive organizational behavior theory.
Design/methodology/approach
Data were collected from private and public educational institutes in Sialkot, Pakistan, by using a time-lagged design. Data analysis was done by using Smart PLS and SPSS.
Findings
The results confirm a positive relationship among knowledge-oriented leadership, organizational trust, psychological capital and innovative performance. Specifically, the association between knowledge-oriented leadership and innovative performance is sequentially mediated by organizational trust and psychological capital. The findings underscore the substantial impact of knowledge-oriented leadership on organizational trust, psychological capital and innovative performance, highlighting its role in enhancing these aspects within an educational institution.
Research limitations/implications
The current study represents a notable expansion in the realm of knowledge-oriented leadership research, as only a limited number of empirical studies have delved into this area. Moreover, this study contributes to the existing literature by not only advancing the understanding of knowledge-oriented leadership but also shedding light on organizational trust, psychological capital and innovative performance within the context of educational institutions in Pakistan, specifically in Sialkot.
Practical implications
The study’s findings indicate that educational institutions led by knowledge-oriented leadership demonstrate noteworthy levels of organizational trust, psychological capital and innovative performance. Moreover, knowledge-oriented leadership has a positive impact on the innovative performance of educational institutes. These results suggest that educational institutions in Sialkot, Pakistan, operate in alignment with their intended purpose and offer current data for researchers’ use.
Originality/value
This study focuses on new dimensions of leadership and emphasizes how knowledge-oriented leadership is a source of Innovative performance.
Las cooperativas agroalimentarias juegan un papel crucial en el desarrollo económico y social, especialmente en áreas rurales, convirtiéndose en un motor económico, social y cultural para las regiones menos pobladas del país. El objetivo del artículo es analizar cómo las tecnologías de la información, la capacidad de innovación y un liderazgo orientado al conocimiento pueden mejorar la eficiencia de las cooperativas agroalimentarias. La metodología empleada se fundamenta en los mapas cognitivos difusos (FCM). Los FCM permiten expresar el conocimiento de manera gráfica e inferir relaciones de causa y efecto entre los conceptos objeto de análisis. En el estudio participaron 20 expertos en gestión de cooperativas agroalimentarias andaluzas, cada uno con más de 20 años de experiencia en puestos directivos. Los resultados muestran que el liderazgo basado en el conocimiento tiene una relación positiva con la capacidad de innovación y la eficiencia de las cooperativas. Las tecnologías de la información juegan un papel mediador esencial, facilitando tanto la innovación radical como incremental. Además, las cooperativas que invierten en tecnologías de la información y en el desarrollo de habilidades de los empleados tienden a ser más eficientes y competitivas. Este trabajo pone de manifiesto que las cooperativas agroalimentarias deben apostar por la innovación apoyada por un liderazgo orientado al conocimiento y la utilización intensiva de tecnologías de la información para ser competitivas en el mercado global. Estos factores son claves para mejorar laeficiencia y asegurar el desarrollo sostenible en el sector agroalimentario.
Purpose
Knowledge-based informal leadership is prevalent in project teams. However, its precise impact on project performance and the mechanisms through which it operates remain unclear. This study aims to conceptualize informal knowledge leadership (IKL) and examine how and when it enhances project knowledge integration and, ultimately, boosts project performance.
Design/methodology/approach
A quantitative survey was conducted among 636 members of construction project teams in China, including frontline employees from client organizations, construction firms, design firms and consulting firms. Regression analysis was employed to examine the relationships between IKL, knowledge integration and project performance, as well as the moderating roles of perceived organizational support (POS) and psychological contract breach (PCB).
Findings
IKL significantly promotes knowledge integration, which mediates the positive relationship between IKL and project performance. POS strengthens IKL’s impact on knowledge integration, indicating that supportive environments enhance informal leaders’ effectiveness in facilitating knowledge sharing. However, PCB does not significantly moderate this relationship, suggesting that unfulfilled organizational commitments do not diminish IKL’s positive effects.
Originality/value
This study advances the understanding of informal leadership in construction projects by identifying the mechanisms through which IKL enhances both knowledge integration and project performance. It also underscores the critical role of organizational support in maximizing the influence of informal leaders. Offering new insights into leadership and knowledge management, this research provides practical guidance for project managers on fostering IKL to improve project outcomes in the construction industry.
This study explores the influence of Knowledge Management (KM) on the Economic Performance (EP) of Spanish wineries, focusing on the mediating role of Open Innovation (OI). Additionally, it accounts for the effects of winery age, size, and Protected Designation of Origin (PDO) affiliation as control variables to enhance causality analysis. Grounded in a robust theoretical framework, the research applies Partial Least Squares Structural Equation Modeling (PLS-SEM) to data collected from 196 wineries across Spain between September 2022 and January 2023. Findings reveal a positive impact of KM practices on EP, with OI serving as a partial mediator in this relationship. This study contributes to the innovation literature by highlighting the synergistic effects of KM and OI in boosting EP in the Spanish wine sector, addressing a significant research gap and generating actionable insights for academia and industry practitioners alike.
This systematic literature review aims to investigate the influence of transformational leadership on firm performance and to establish a theoretical background for future avenues in literature. A total of 54 studies covering transformational leadership and firm performance from January 2016 to 2023 and analyzed via a Preferred Reporting Items for Systematic Reviews and Meta-Analysis protocol using the descriptive content analysis with relevant articles were documented following the inclusion and exclusion criteria. Studies were found in the Scopus, Web of Science, Taylor and Francis, and PubMed databases. The findings from this review show that a large majority of the reviewed studies conclude that transformational leadership has a positive relationship and influence on firm performance. This study will contribute to the literature on leadership effectiveness and inform organizational practices aimed at enhancing firm performance through transformational leadership through mediating variable of dynamic capability and organizational innovation. Despite a rapid recent increase in publications and special issue calls, many opportune research avenues within the transformational leadership and firm performance on different research methods need further investigation.
Purpose
This study aims to explore means for promoting local and global innovation, where two mechanisms play a key role: R&D investments and training. The authors suggest that, given their different purposes, R&D investments and training moderate the relationships between knowledge sourcing and both local and global innovation in different ways.
Design/methodology/approach
The authors test the hypotheses on a sample of multinational corporations (MNCs) (headquarters of Brazilian multinationals and subsidiaries of foreign multinationals) operating in Brazil, an emerging market. Respondent companies were sourced from the Bovespa Stock Exchange list and a local Best Companies Ranking. Roughly 1,000 companies were invited to participate in an annual survey over an eight-year period (2012–2019) via an online questionnaire. The final sample comprises 108 observations from 87 companies. Hypotheses were tested using a hierarchical linear model in the software R. By measuring the variables at two points in time with a five-year gap, the authors can infer cause and effect relationships.
Findings
The results confirm all of the hypotheses. R&D investments positively moderate the relationship between knowledge sourcing and local innovation ( H1 ) and negatively moderate the relationship between knowledge sourcing and global innovation ( H2 ). Training has a positive moderating effect on the relationship between knowledge sourcing and global innovation ( H3 ) and a negative moderating effect on the relationship between knowledge sourcing and local innovation ( H4 ).
Practical implications
No one practice can enhance the effect of knowledge sourcing on both local innovation and global innovation. Firms looking to foster local innovation should concentrate on increasing R&D investments, while firms wishing to foster global innovation should focus on providing training to their employees.
Originality/value
This study contributes to the literature by discussing the particularities of local and global innovation and exploring mechanisms (i.e. R&D investments and training) that can foster or hinder local and global innovation. The authors advance the extant literature on location choices for R&D activities by exploring the mechanisms that affect the type of market targeted by such innovation (local or global), thereby addressing calls for more studies on how local knowledge activities affect overall MNC innovation. The authors also respond to calls for more studies on the role of human resource management (HRM) practices, such as training, in fostering innovation, especially in emerging markets.
Purpose
The purpose of this study is to examine the relationship between knowledge-oriented leadership (KOL) and business performance (BP) in a knowledge-intensive industry and further investigate, heretofore neglected, a mediating effect of intellectual capital and sustainable competitive advantage in the relationship between KOL and BP.
Design/methodology/approach
A quantitative approach was adopted to conduct the present study. Data were collected from the full-service branches of private banks in Tehran, Iran. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the proposed hypotheses.
Findings
The findings revealed that both intellectual capital and sustainable competitive advantage fully mediate the influence of KOL on branch performance.
Research limitations/implications
The study was conducted in the banking sector in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.
Practical implications
In this study, we found that knowledge-oriented leaders should increase their investment in intellectual capital to gain competitive advantage and improve branch performance.
Originality/value
This study contributes to advanced research on KOL by trying to explain how intellectual capital and sustainable competitive advantage can influence the relationship between KOL and BP in a knowledge-intensive service industry.
Purpose
Owing to the growing importance of human resource practices (HRM) and open innovation (OI) in small and medium enterprises (SMEs) context, the purpose of this paper is to investigate the effect of high-performance working systems (HPWS) on inbound and outbound open innovation in SMEs through the mediating role of innovative work behaviour (IWB). Using ability-enhancing, motivation-enhancing and opportunity-enhancing (AMO) framework, this study investigates the direct and i.ndirect effects of HPWS AMO practices and SMEs open innovation through the mediation effects of IWB.
Design/methodology/approach
This study employed a random sampling method to collect data by surveying 208 participants from SMEs in high-tech manufacturing and knowledge-intensive service sectors. Partial least squares-structural equation modelling is employed to analyse the interrelationships between constructs.
Findings
The results show that ability-enhancing practices are critical HRM practices that directly influence SMEs inbound and outbound; IWB is positively and significantly related to OI approaches; IWB partially mediates the relations between AMO HPWS and inbound and outbound open innovation.
Practical implications
The effects of HPWS practices are important in fostering OI in SMEs operating in Czech Republic. In addition, IWB is a partial intermediation that strengthens the relation between AMO HPWS and inbound and outbound OI.
Originality/value
This study adds to our understanding of the direct and indirect interactions between HPWS practices, IWB and inbound and outbound open innovation in high-tech manufacturing and knowledge-intensive service SMEs in Czech Republic.
The aim of the current research was to apply the clustering technique in order to analyze the state of knowledge management in Golestan University, so this research is applied, in terms of descriptive-survey purpose. In this research, the researchers have taken a holistic and systemic view of the knowledge management category and did not consider the implementation of knowledge management in the university to be dependent on the availability or need of a specific group. The members of the statistical sample were 281 administrators, faculty members, and scientific assistants of Golestan University, who were selected through stratified sampling and they were measured through Newman and Conrad's general management questionnaire, whose reliability and validity were confirmed using Cronbach's alpha and confirmatory factor analysis, respectively. In the first step, according to the four dimensions of the knowledge management cycle, the current state of knowledge management in Golestan University was analyzed at three levels of managers, faculty members and scientific assistants using non-hierarchical cluster analysis and Rapidminer software, and the number of optimal clusters according to the index Davis-Bouldin was obtained. In the second step, the members of the statistical sample placed in each cluster were analyzed based on their demographic characteristics. The results showed that in both clusters, the status of the four dimensions of knowledge management at the confidence level of 0.95 was lower than the number 3, and the analysis of the demographic characteristics of the clusters with the chi-square test at the confidence level of 0.95 showed that the results obtained with mental templates Preformed has a significant difference. The research results emphasize the implementation of knowledge management in Golestan University.
Purpose
This study examines the impact of crowdsourcing and open innovation (CSOI) in an emerging country like India. The study also investigates the moderating effects of technology support (TES) on improving firm performance and socio-economic conditions (SEC) in emerging countries.
Design/methodology/approach
A theoretical model has been developed with the help of stakeholder theory, dynamic capability view (DCV) and existing literature. Later, the theoretical model is validated using the partial least squares structural equation modelling technique to analyse 303 respondents from India.
Findings
The results of this study demonstrate that CSOI has a significant and positive role in the SEC in emerging countries, showing the emergence of an economy close to stakeholder capitalism or the Francesco Pope one. The study also finds that TES significantly moderates successful crowdsourcing practices and open innovation activities, influencing sustainability-related factors.
Practical implications
This study shows that CSOI practices can influence the SECs in emerging countries by improving intermediate sustainability-related contextual issues like environmental, social and economic factors. This implies that CSOI are relevant in emerging countries to ensure the socio-economic growth of the society where so many constraints prevail.
Originality/value
This is a preliminary study on CSOI practices that firms in emerging countries follow. Using stakeholder theory and DCV to develop the unique conceptual model is essential to the body of knowledge. The inclusion of moderators like TES is a unique value proposition. Moreover, the proposed theoretical model has a high predictive power, making the model impactful and novel.
Purpose
This study aims to perceive research and development (R&D) knowledge management from a capability-based view, develops a theoretically grounded construct and empirically validates it within R&D organizational settings.
Design/methodology/approach
The paper presents a five-step multi-method research design consisting of a literature review, expert interviews and surveys to develop and validate the R&D knowledge management capability scale within R&D organizations.
Findings
R&D knowledge management capability construct emerges as a three-dimensional construct with dimensions – knowledge creation, communication and commercialization which can be measured through a parsimonious set of items, designed at team levels within R&D organizations.
Research limitations/implications
R&D managers can use this R&D knowledge management capability scale to measure, compare and develop the knowledge management capabilities of their R&D teams.
Originality/value
The three dimensions of R&D knowledge management capabilities along with their measurement items are the unique contributions of this study to the knowledge-based view of the firm.
The emergence of the metaverse, driven by advancements in transformative technologies, is expected to profoundly
influence how individuals interact in the future, potentially disrupting entire business sectors and society
at large. Professional football clubs (PFCs) have already initiated explorative forays into the metaverse. Therefore,
we examine the impact of the emerging metaverse on the future business of PFCs, both in the medium (until
2026) and long term (until 2030). Building on growing metaverse business literature, this paper presents a
Delphi study with quantitative and qualitative assessments from 103 experts. We develop twelve projections
clustered around business model innovation (BMI) items and test them with our group of experts. Moreover, we
collect information about participants’ deep-level characteristics to enhance our analysis and gain additional
insights. We identify and discuss two possible future scenarios projected until 2030, both of them emphasizing
PFCs’ opportunities in the metaverse. Experts concur that underlying metaverse technologies, such as AR/VR
equipment and AI, will innovate value creation and value capture in the metaversal future. PFCs will likely
expand their value proposition and generate new revenues through innovative models, including perpetual
royalties from metaverse activities or platform fees from transactions among fans, commercial partners, and
media collaborators.
Purpose: The purpose of this paper is to develop and test an integrated model to examine the relationship between managerial ties and two types of open innovation (OI). It takes into account the mediating role of realized absorptive capacity and explains how a firm’s ability to recognize the value of new information, assimilate it and apply it to commercial ends can facilitate OI.
Design/methodology/approach: Data were collected from 259 middle and top managers working across different sectors in the United Arab Emirates.
Findings: Results obtained using structural equation modeling show that managerial ties facilitate both in-bound and out-bound OI. Results also establish the mediating role of realized absorptive capacity in these relationships.
Research limitations/implications: Use of cross-sectional data as was done in this study has been criticized for being inappropriate to test causal models. Besides the findings may not be generalizable to different industries/cultures/regions.
Practical implications: This study suggests that managerial ties act to support OI in firms thus giving the insight that managers should be appreciated to build ties with managers of other firms, universities and government officials. Doing so can help firms achieve better OI outcomes. Firms should arrange means of interaction of their managers with these external knowledge sources such as events and occasions where managers of different firms can interact with each other to foster strong ties among them.
Originality/value: The above findings contribute theoretically to OI and managerial ties literature while providing insights for practitioners on how to succeed or avoid failure in their OI initiatives. These insights are novel and are new to the OI and managerial ties theory.
This paper discusses the current links between international business, economic geography and knowledge management. Despite the recent proliferation of papers dealing with knowledge transfer by multinational enterprises (MNEs) in China, there is limited work investigating the role of geographic space on knowledge transfer. Given the growing interest in knowledge transfer by MNEs, the lack of research on geographic space in the Chinese context is a significant gap in our knowledge. In response, we have conducted what we believe to be the first study on the relationship between geographic space and knowledge transfer by the Japanese MNEs to their subsidiaries in China. The paper reviews the relevant literature from which it develops a theoretical model which is then tested empirically. We then provide empirical results on the relationship between geographic space, perceived distance and knowledge transfer. A LISREL model is employed to study the impact of the latent variables associated with geographic space on knowledge transfer. Based on the results, this study provides useful insights for economic geographers who wish to study knowledge transfer between parent companies and their subsidiaries across geographic space.
A Monte Carlo study compared 14 methods to test the statistical significance of the intervening variable effect. An intervening variable (mediator) transmits the effect of an independent variable to a dependent variable. The commonly used R. M. Baron and D. A. Kenny (1986) approach has low statistical power. Two methods based on the distribution of the product and 2 difference-in-coefficients methods have the most accurate Type I error rates and greatest statistical power except in 1 important case in which Type I error rates are too high. The best balance of Type I error and statistical power across all cases is the test of the joint significance of the two effects comprising the intervening variable effect.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper seeks to find evidence for the impact of local culture—living culture and cultural heritage—on regional socio-economic development in Greece. The main aim of the paper is to operationalize the culture-based development hypothesis for the existence of a cumulative causation process of cultural impact on Greek local development. To test this hypothesis empirically, we employ an original and uniquely compiled dataset of over 130 economic and social indicators about Greece on a NUTS3 level, assembled from various international and local sources. Employing a combined nonparametric partial-least squares path modelling approach, we find evidence that—in contrast to results from other European countries and the USA—in Greece, culture influences not only the human capital, but also the overall labour force structure. This appears to affect not only the economic productivity, but also the overall quality of life in the locality concerned. These results, based on nonparametric estimations, were confirmed through triangulation with parametric 3SLS and structural equation model tests. The latter use of parametric and nonparametric techniques in a mutually complementary manner is one of the novelties in this contribution.
The effects of innovation on leadership abilities have not been widely investigated. Although diffusion of innovation theory has existed for some time, there is a need for more research detailing the relationship between innovation and transformational leadership. In a survey of organizational members (N = 294), innovation was significantly related to all subscales of transformational leadership. The relationship between innovation and transactional leadership was generally not significant, and the relationship with laissez-faire leadership was inverse and significant. Implications emerging from the relationship between transformational leadership and innovation are discussed, including the distinction between the champion and “techie” styles of innovation and their basis in leadership activity.
Open innovation paradigm is new contemporary innovation phenomena. Innovation activities in high tech sector require broad level of collaborative, creative efforts and effective knowledge management models for the companies. Theories of knowledge creation inside organisation are based on systematic ways to create procedures and tools for collecting knowledge. Although new communication paradigms and collaborative working environments are not enough reflected as possible tools for creation of knowledge for innovation processes. Fast and successful development of high technology companies requires non-linear thinking and disruptive creative solutions for the market. Main aim of this article is to propose practical framework for knowledge exchange inside companies, using new interdisciplinary communicative learning tools.
With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or gaining competitive advantage. Open innovation paradigm answers this need by utilizing larger resources and expertise that firms involved in the open innovation process offer. Given the recency of the concept of open innovation, the factors that influence the creation of open innovation are hazy. Most of the research on open innovation looks at the "hard" aspects of organizations, while the soft issues stand less researched. This conceptual paper draws attention to two such aspects of organization: organizational citizenship behaviour and organizational structure. This paper proposes that practicing organizational citizenship behaviours by the employees enhances the chances of creation of open innovation while not doing so can botch up the whole exercise particularly during the infancy stage. It is also proposed that informal organizational structures favour creation of innovation in the open innovation paradigm more than the rigid formal structures. It is further argued that besides proper citizenship behaviours and informal structures, firms need to achieve strategic resonance with suppliers and customers to create successful open innovation. Propositions are developed, managerial implications underscored and future research directions highlighted.
In this article, we consider how peoples' creative problem solving efforts are influenced by characteristics of the organizations in which they work. We begin examining the situations which call for creative problem solving at work. We then consider the kinds of processes people must apply to solve these problems. Additionally, we describe certain organizational variables that might help or hinder effective application of these processes.' Some conclusions-are drawn concerning how these variables act to influence creative problem solving at work. The implications of these observations for future research are discussed.
Purpose
– Research investigating the role of factors affecting open innovation remains scarce. The purpose of this paper is to examine the role of managerial ties in facilitating the two types of open innovation – in-bound and out-bound.
Design/methodology/approach
– Data are collected using the questionnaire survey method from 339 middle and top managers working in four high-tech industries in Malaysia.
Findings
– Results show that in most high-tech industries in Malaysia, managerial ties with universities and with government officials facilitate in-bound open innovation, while ties with managers at other firms do not significantly relate to it in any high-tech industry. Further, managerial ties are not found to relate significantly to out-bound open innovation in any high-tech industry except in the aerospace and electronics industries wherein ties with government officials relate negatively and positively to out-bound innovation, respectively.
Practical implications
– This study provides empirical evidence about the managerial ties practitioners should and should not forge to succeed in the open innovation paradigm.
Originality/value
– This study is probably the only study so far that gauges the impact of managerial ties on open innovation. The results of this study fill a major gap in the current open innovation theory besides providing insights for practitioners.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Purpose
Knowledge management as a key top executive function has not been sufficiently explored in the leadership literature. This study seeks to examine the role of top executives in knowledge management by first building theoretical hypotheses and subsequently testing them. Hypotheses are developed through the integration of the knowledge management and leadership literatures and tested using CEO interviews published in Harvard Business Review .
Design/methodology/approach
Using the method of structured content analysis developed by Jauch et al. , this study uses these HBR interviews and develops questionnaire instruments through which data are collected from respondents in a structured fashion. This innovative method involves the distribution of these published interviews with top executives of organizations (such as CEOs) to multiple groups of respondents, who then carefully read the interviews and responded to the structured questions developed for the purpose of assessing the relevant constructs in the study. Such structured content analysis allows for both the assessment of inter‐rater reliability and testing the theoretical relationships identified in the theory‐building stage.
Findings
The major hypotheses, relating cause‐effect beliefs held by the CEOs and their knowledge management practices to performance measures and leadership perceptions, were supported.
Research limitations/implications
The CEOs included in the study were not randomly chosen but chosen from a set of interviews (acquired) from a published source. The use of acquired interviews may also be the reason for not finding stronger relationships across the variables being examined here.
Practical implications
The paper has studied the importance of information acquisition, information use, and more generally information and knowledge management as key leader functions or behaviors. Overall, the findings and the framework used here point to the importance of the role of leaders (top executives) in information and knowledge management.
Originality/value
This is a seminal investigation of knowledge leadership by top executives. Such work has not existed in the literature to date, except in the qualitative mode.
Exploring a researchable topic and narrowing it down sufficiently to make it workable is a first task in any scientific research. This is particularly difficult when the researcher is a novice, because s(he) is unlikely to be properly aware of what the essential issues and the research question(s) in the field are. This article addresses the question of how to navigate a research topic for an academic project. The article is potentially of interest to novice researchers and researchers new to a field. Illustrating its argument by means of an example in the area of knowledge management, the article proposes a set of guidelines for narrowing down a research topic to workable size. A number of recommendations are made; by utilizing these recommendations to construct a navigation map, it is hoped that a researcher can use fully formulate research question(s). It can be argued that drawing such a navigation map is an art in which prospective researchers need to be trained.
The literature highlights the importance of corporate entrepreneurship (CE) for improving a company's market and financial performance. This paper extends the literature by focusing on the knowledge-creation processes within a firm's formal and informal CE activities. This multifaceted knowledge, which encompasses organizational, technical, and social dimensions, is developed by individuals or groups and diffused throughout the organization. Whether radical or incremental, this knowledge can generate new skills, which a company can then use to reconfigure the sources of its competitive advantage. This paper also discusses the role of intrapreneurs and CE champions, particularly in the creation and use of social capital, in the development of dynamic competencies.
This case study illustrates the effects of organizational contexts (e.g., structure and climate) on knowledge conversion, along with the mediating effect of socialization and the moderating impact of technology. Using the hierarchical regression methodology in the Malaysian service sector, this article argues that socialization has a significant effect on knowledge conversion. The case analysis underlines the issue that arise when socialization serves as both a dependent variable (to organizational context variables) and an independent (mediating) variable (to knowledge conversion). However, technology does not act as a moderator between organizational context and knowledge conversion. This paper brings them together to explain their linkage through mediation by socialization and moderation by technology, and to quantify the relationship.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
A critical element in the evolution of a fundamental body of knowledge in marketing, as well as for improved marketing practice, is the development of better measures of the variables with which marketers work. In this article an approach is outlined by which this goal can be achieved and portions of the approach are illustrated in terms of a job satisfaction measure.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Purpose
– This paper aims to examine how organizational culture, structure and technology infrastructure influence knowledge sharing.
Design/methodology/approach
– This study is based on quantitative research, administered on 90 managerial staff in multinational corporations (MNCs) based in Malaysia.
Findings
– The paper explains the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure. Learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator.
Research limitations/implications
– The findings will help MNCs to create an appropriate environment of knowledge sharing. However, the research is limited to MNC’s in Penang, Malaysia, only. Furthermore, similar research can be extended to MNCs in other Asian countries with a larger sample which may bring more statistical power and, thereby, increases generalizability.
Practical implications
– The outcome of this research provides useful indications of how organizations can work to ensure knowledge sharing within their work place.
Originality/value
– While the links between organizational culture and knowledge sharing and between organizational structure and knowledge sharing have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence, which suggests that the relationship between organizational culture, organizational structure and knowledge sharing is moderated by the technology infrastructure.
Open innovation, defined as a firm's purposive pursuit and integration of external inputs for new product development, offers an alternative perspective on innovation. Drawing on resource-based and capability theories, this study identifies key factors that enable inbound open innovation and increase its efficacy in a business-to-business context. Because open innovation relies on external connections, relational capability-that is, the firm's ability to make and manage relationships with other firms-should enhance the effects of inbound open innovation on firm performance. Two key resources may further enhance the moderating effects of relational capability: network spillovers that indicate knowledge-rich surroundings, and flexibility that allows for responsiveness and adaptability. The authors test these relationships with data from managers in 204 business-to-business high-tech firms, as well as secondary data pertaining to firm performance and flexibility. The results support the expectations that the ability to build interfirm relationships in a-knowledge-rich environment increase the efficacy of inbound open innovation for gaining superior financial performance. Interestingly, additional analyses suggest an unexpected nonlinear interaction effect with flexibility. When firms possess strong relational capabilities and adopt an open innovation approach, they achieve higher financial performance if they have a low or a high level of flexibility. The theoretical and managerial implications of these findings are discussed.
Although knowledge transfer contributes to a firm's competitive advantage, the effect of mechanisms used by a knowledge recipient on knowledge acquisition has been understudied. This article provides some insights on the interplay of knowledge recipients and transfer mechanisms between Japanese multinational corporations and their subsidiaries operating in China. Using structural equation methodology, this research proposes a knowledge transfer model that captures knowledge recipients’ characteristics and acquisition mechanisms, and empirically investigates the impact of knowledge recipients on mechanisms to test the applicability of specific mechanisms in knowledge acquisition. This article argues that knowledge recipients’ motivation and absorptive capacity have a positive impact on knowledge acquisition, and simultaneously provides evidence that mechanisms have mediating effects, which are vital to our understanding of knowledge transfer effectiveness. This study extends our understanding by adding knowledge transfer mechanisms as mediating factors in the relationship between knowledge recipients’ characteristics and knowledge acquisition, and quantifying the relationship. © 2015 Wiley Periodicals, Inc.
Purpose
– The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage.
Design/methodology/approach
– We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce.
Findings
– The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects.
Research limitations/implications
– The findings of this case study remain limited to the characteristics of large firms in multinational markets.
Practical implications
– This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets.
Originality/value
– Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.
Companies have traditionally managed innovation as an internal process, relying upon their own skills and capabilities. However, this closed approach to innovation is no longer viable in a period of rapid diffusion of commercially valuable knowledge. If leading firms are to retain their capacity for innovation, they must begin to manage intellectual property via the logic of open innovation. Such an approach is much more fluid, emphasizing both the use of R&D produced outside the firm and the development of internal systems to reward commercially viable innovation within the firm.
This study aims to examine the role of a specific type of organizational leadership – knowledge-oriented leadership – in knowledge management (KM) initiatives that seek to achieve innovation. An analysis of the knowledge-based view of the firm gives rise to several hypotheses, with structural equation modeling (SEM) analysis through partial least squares (PLS) providing the methodology to test these hypotheses. This approach yields results for a sample of empirical data from technology industries. This paper presents empirical evidence of the mediating effect of KM practices in the relationship between knowledge-oriented leadership and innovation performance. In line with previous literature, results show that, although KM practices themselves are important for innovation purposes, the existence of this kind of leadership encourages the development and use of KM exploration (i.e., creation) and exploitation (i.e., storage, transfer, and application) practices. A major implication is that, as a result of this development and the use of KM practices, the firm is able to improve its performance in product innovation.
Il primo libro di Henry Chesbrough, "Open Innovation," era riuscito a definire un nuovo paradigma per il management del 21 secolo; con "Open Services Innovation, "che appare ora tradotto in italiano, l autore ci spiega come l Innovazione Aperta, associata a una rivalutazione del ruolo dei servizi, puo portare le imprese a scoprire nuove opportunita in un economia sempre piu dominata dal terziario.Chesbrough illustra come le aziende in tanti settori diversi possono differenziarsi e innovare passando da una visione basata sul prodotto a un concetto di business orientato al servizio, e da una mentalita d innovazione chiusa a un approccio aperto a contributi e risorse che arrivano dal mondo esterno. Il libro propone innumerevoli esempi che illustrano teorie e modelli, offrendo una guida molto concretaper l implementazione di idee e strategie. In questa edizione, ai riferimenti americani sono affiancati tanti casi di imprese italiane con cui il lettore sapra facilmente confrontarsi."
This study aims to examine the relationships between managerial learning as a facet of knowledge absorption (KA), firm innovation as a facet of knowledge exploitation (KE), and performance of small firms (i.e., firms with fewer than 50 employees). It builds on the knowledge-based view of the firm and the upper echelons theory to describe the effects of KA on KE, and that of KE on firm performance, in the small-firm context. Using survey data of 1441 small firms in New Zealand, the study applies a partial least squares approach to structural equation modelling to test the main hypotheses of the study. The main findings show the positive and significant effects of three types of managerial learning, namely, practice-based, proximal, and distal learning, on innovation and on innovation in firm performance. However, the curvilinear relationships suggest rather that the effects are finite and, potentially, confounded by factors unaccounted for in the models.
Is concerned with human value management, examines the relationships between organizations' competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this article attempts to provide useful insights on the linkages between innovation and competitiveness. These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model.
Purpose
This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS) capabilities appropriately according to the tasks characteristics subunits perform in an aerospace manufacturer. In this regard, the aim is to develop four theoretical ideal profiles of KM processes (socialization, externalization, combination, and internalization) and KMS capabilities (codification capability and network capability) for organizational subunits based on their task characteristics: focused, process‐oriented tasks; focused, content‐oriented tasks; broad, process‐oriented tasks; and focused, content‐oriented tasks.
Design/methodology/approach
The empirical study was conducted at a knowledge intensive and engineering‐oriented aerospace company. Twelve functional subunits performing a variety of tasks were selected as the samples. The study employed qualitative and quantitative methods to understand the subunits' task attributes. The authors collected data from 12 subunits, and a total of 212 valid questionnaires were analyzed. PLS‐Graph was used to assess the relationships of the research model.
Findings
The empirical support for the argument that the fit among KM processes, KMS capabilities and task characteristics can improve KM performance. Results reveal that fit significantly affects knowledge satisfaction, knowledge quality and creativity for subunits performing focused, process‐oriented and broad, process‐oriented tasks.
Research limitations/implications
The findings reflect the fact that individuals within organizational subunits should use the four KM processes of appropriate levels to generate new knowledge to accomplish their tasks.
Originality/value
The study uses a multidimensional and multi‐item approach to test the effect of factors on KM performance, and is the first to identify ideal profiles of KM process and KMS capability for different organizational subunits.
The concept of open innovation has recently gained widespread attention. It is particularly relevant now because many firms are required to implement open innovation, despite the difficulties associated with managing these activities. After providing a definition of open innovation delimiting it from open source, an overview of prior research is given, which identifies the following important topics of earlier open innovation research: technology transactions, user innovation, business models, and innovation markets. In light of current controversial debates about the value of the open innovation framework, we evaluate the literature and assess whether open innovation is a sustainable trend rather than a management fashion. On this basis, we present a conceptual framework that provides the foundation for discussing critical open innovation processes and their implications for managing open innovation at the organizational, project, and individual level. Thus, we assess the multilevel determinants of the make-or-buy, integrate-or-relate, and keep-or-sell decisions in opening up the innovation process. Then, we propose a research agenda based on this conceptual framework with particular emphasis on the organizational antecedents and performance consequences of open innovation and on important research design issues. Finally, we discuss implications for management education and practice, and we provide a conclusion and outlook.
This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels.
At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.
This paper addresses a major gap in reported research on open innovation (OI): how do companies implement open innovation? To answer this question a sample of 43 cross-sector firms were reviewed for their OI implementation approaches. The study analyzed how firms moved from practising closed to open innovation, classifying the adoption path according to the impetus for the adoption of the OI paradigm and the coordination of the OI implementation. The way firms adopted OI was found to vary according to (1) their innovation requirements, (2) the timing of the implementation and (3) their organizational culture.
Learning and knowledge management (KM) are important though complex elements of multi-organisational collaborations. Leadership is often considered to be critical in shaping the outcomes of effective collaboration, but what particular form should this take to tackle the particular challenges faced by learning and KM? To what extent do any of the existing models and theories of leadership address learning and KM perspectives? What are the key issues that demand the attention of leaders and leadership processes? This paper draws on a substantial body of disparate and often unconnected literature to explore these complex and under-researched questions of theoretical and practical enquiry in a public sector context. It concludes with an assessment of the main leadership challenges, the potential of different leadership approaches and some suggestions as to future areas of research.
Researchers have used the absorptive capacity (ACAP) construct to explain various organizational phenomena. However, they have not been consistent in defining and measuring ACAP or in articulating the conditions under which it can enhance value creation. In this paper, we review the literature to identify the key dimensions of ACAP and offer a more definitive reconceptualization of this construct.
Organizational culture, organizational leadership, and Chief Knowledge Officers (CKOs) each play important roles in overcoming human barriers associated with knowledge creation, transfer and sharing. This paper examines three key components of organizational culture: cooperative involvement, trust and incentives. In addition, the impact of organizational leadership on knowledge management as well as the roles and qualifications of CKOs are discussed. Through an examination of previous research and existing literature on knowledge management, this paper also shows where gaps in research exist and suggests directions for future organizational research.
Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.
Investment in R&D spawns innovations, which in turn, foster economic growth. In recent years, researchers have become increasingly aware of the role of industrial innovation in the rate of regional development and economic growth. In order to innovate, firms must invest in R&D (in-house or out-sourcing), and engage highly skilled labor that is able to cope with complex technological problems.The plethora of empirical studies on the determinants influencing R&D expenditure, and thus the rate of innovation, suggests that this investment is related, in different degrees, to firm size, organizational structure, ownership type, industrial branch and location.Large firms tend to invest more in R&D than do small ones. Numerous studies have found that R&D tends to be concentrated in large urban areas, and it plays a more vital role in creating innovation in central than in peripheral areas.This paper presents a model whose assumption is that expenditure on R&D is influenced by a firm’s characteristics—primarily its size, type of industrial branch, ownership type and location. The results obtained in the empirical analysis are based on data collected through personal interviews involving 209 industrial firms in the northern part of Israel.
Today, knowledge is considered the most strategically important resource and learning the most strategically important capability for business organizations. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization's business strategy. In fact, most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy. This article provides a framework for making that link and for assessing an organization's competitive position regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledgebased SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy.
This paper seeks some answers to the question “What should leaders actually do in their units if they want to support learning which contributes to the capability of the organization”. This study represents one step in conceptualising and empirically examining knowledge leadership. Both qualitative and quantitative methods were used. As a result of a qualitative study hypothetical ideal model emerged, on the basis of which an instrument of evaluation was created. By means of this it was possible to verify the ideal model with respect to the empirical material and study the implementation of the phenomenon in practice. Factor analysis showed that the most central dimensions of knowledge management are orienteering learning, creating climate that supports learning, supporting learning process at group and individual level, and being a role model. Furthermore, it is explained how knowledge management is manifested in the activity of the leaders.
Using a single case study approach, this article highlights the role of Jack Welch as a knowledge leader. It provides a description of Welch's role as CEO, focusing exclusive attention on knowledge management as an essential component of his leadership. Combining qualitative and quantitative sources of data, this study demonstrates the role of top executive leaders in knowledge management and its importance to organizational performance. The results establish knowledge leadership as an integral aspect of the executive leadership of Welch. These results are discussed in light of the literature along with implications for future research and limitations of this study.
The objective of this paper is to investigate the similarities and dissimilarities in Knowledge Management (KM) practices among selected sectors of manufacturing organisations in India through formulation and testing of some hypotheses. A questionnaire-based survey was conducted on four sectors, namely auto, engineering, process and Fast-Moving Consumer Goods (FMCG). The findings of the sectorial analysis show that the selected sectors do not significantly differ in the various channels used for effective knowledge sharing and in the skills required by KM team. Further, it has been observed that the selected sectors significantly differ in the use of KM in different functional areas, in KM Barriers (KMBs) and in KM Critical Success Factors (CSFs).
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
