Pub Date : 2022-05-01DOI: 10.1080/14778238.2022.2067492
Abhishek Srivastava, Jonathan Pinto
ABSTRACT Previous research has studied the effect of leadership on knowledge sharing and has consistently found empowering and transformational leader behaviours to be important. However, there is lack of theoretical guidance on how the influence of leadership on knowledge sharing unfolds over time. This paper proposes a conceptual model that identifies key antecedents of knowledge sharing across different stages of life span of a project team. The conceptual model focuses on the influence of empowering and transformational leaders in each stage of team development. This paper argues that the influence of empowering and transformational leadership on knowledge sharing varies over time in a curvilinear manner such that the influence is limited during the initial and final stages but is relatively high in the intermediate stages of team development. This paper identifies the key mediators of the relationship between empowering/transformational leadership and knowledge sharing in project teams at different stages.
{"title":"Dynamic linkages of empowering and transformational leadership with knowledge sharing in project teams","authors":"Abhishek Srivastava, Jonathan Pinto","doi":"10.1080/14778238.2022.2067492","DOIUrl":"https://doi.org/10.1080/14778238.2022.2067492","url":null,"abstract":"ABSTRACT Previous research has studied the effect of leadership on knowledge sharing and has consistently found empowering and transformational leader behaviours to be important. However, there is lack of theoretical guidance on how the influence of leadership on knowledge sharing unfolds over time. This paper proposes a conceptual model that identifies key antecedents of knowledge sharing across different stages of life span of a project team. The conceptual model focuses on the influence of empowering and transformational leaders in each stage of team development. This paper argues that the influence of empowering and transformational leadership on knowledge sharing varies over time in a curvilinear manner such that the influence is limited during the initial and final stages but is relatively high in the intermediate stages of team development. This paper identifies the key mediators of the relationship between empowering/transformational leadership and knowledge sharing in project teams at different stages.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"571 - 579"},"PeriodicalIF":3.2,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45607096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-01DOI: 10.1080/14778238.2022.2064348
German-Lenin Dugarte-Peña, María-Isabel Sánchez-Segura, Fuensanta Medina-Domínguez, Antonio de Amescua, Cleotilde González
ABSTRACT Software engineering professionals must consider the appropriate technological solutions to meet their client’s needs and the organisational impact. The decision to implement a solution is not explicitly based on how it empowers the knowledge assets. Organisational knowledge assets are the foundation of the knowledge economy and a key element in evaluating the health of an organisation. This paper provides software engineers with a simulation model which illustrates the decision-making process for the implementation of technological solutions based on an evaluation of their client’s knowledge assets and how such assets impact and are impacted by the deployment of a solution. We use an agent-based approach and implement an instance-based learning model (a cognitive approach) to represent scenarios for experience-based decisions. 11 case studies were used to train the prediction engine and validate the usefulness of the model in generating scenarios and nurturing decision-making and user experiences.
{"title":"An instance-based-learning simulation model to predict knowledge assets evolution involved in potential digital transformation projects","authors":"German-Lenin Dugarte-Peña, María-Isabel Sánchez-Segura, Fuensanta Medina-Domínguez, Antonio de Amescua, Cleotilde González","doi":"10.1080/14778238.2022.2064348","DOIUrl":"https://doi.org/10.1080/14778238.2022.2064348","url":null,"abstract":"ABSTRACT Software engineering professionals must consider the appropriate technological solutions to meet their client’s needs and the organisational impact. The decision to implement a solution is not explicitly based on how it empowers the knowledge assets. Organisational knowledge assets are the foundation of the knowledge economy and a key element in evaluating the health of an organisation. This paper provides software engineers with a simulation model which illustrates the decision-making process for the implementation of technological solutions based on an evaluation of their client’s knowledge assets and how such assets impact and are impacted by the deployment of a solution. We use an agent-based approach and implement an instance-based learning model (a cognitive approach) to represent scenarios for experience-based decisions. 11 case studies were used to train the prediction engine and validate the usefulness of the model in generating scenarios and nurturing decision-making and user experiences.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"843 - 864"},"PeriodicalIF":3.2,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48675576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-26DOI: 10.1080/14778238.2022.2067493
S. Mariano
ABSTRACT The purpose of this study is to investigate actionable knowledge in the context of creative projects. A participant inductive investigation that relies primarily on observations and individual interviews was employed. This study identifies two antecedents and three distinct, though complementary, actionable knowledge-related practices of narrowing, broadening, and echoing. These are proposed so as to assist in the development of creative project outcomes and in sustaining an agentic workspace that contributes to collective learning and equalisation of outcomes. The findings of this study enrich the current literature on actionable knowledge in the context of creative projects.
{"title":"Actionable knowledge and creative projects: antecedents, practices, and outcomes","authors":"S. Mariano","doi":"10.1080/14778238.2022.2067493","DOIUrl":"https://doi.org/10.1080/14778238.2022.2067493","url":null,"abstract":"ABSTRACT The purpose of this study is to investigate actionable knowledge in the context of creative projects. A participant inductive investigation that relies primarily on observations and individual interviews was employed. This study identifies two antecedents and three distinct, though complementary, actionable knowledge-related practices of narrowing, broadening, and echoing. These are proposed so as to assist in the development of creative project outcomes and in sustaining an agentic workspace that contributes to collective learning and equalisation of outcomes. The findings of this study enrich the current literature on actionable knowledge in the context of creative projects.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"837 - 848"},"PeriodicalIF":3.2,"publicationDate":"2022-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42328773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-20DOI: 10.1080/14778238.2022.2064352
Valerie Bloem, Negin Salimi
ABSTRACT Managing technological innovations in the knowledge-intensive and dynamic biotechnology industry involves the effective application of knowledge. Knowledge management has been shown to improve technological innovation capabilities, thus indirectly contributing to sustainable competitive advantage. This paper views knowledge management from a process capabilities perspective and aims to understand its role within the technological innovation process in biotechnology sector in the Netherlands. Through a qualitative and exploratory research design including 15 biotechnology case interviews, three general roles of knowledge management processes were identified: a key role, a supporting role, and a complementary role. The roles depend on the innovation phase. Four propositions are introduced and shed more light on the role of each individual knowledge management process with respect to the different innovation phases. Understanding how these processes work throughout the innovation process will provide insight for organisations on how to use knowledge management effectively to improve the innovation process performance.
{"title":"Role of knowledge management processes within different stages of technological innovation: evidence from biotechnology SMEs","authors":"Valerie Bloem, Negin Salimi","doi":"10.1080/14778238.2022.2064352","DOIUrl":"https://doi.org/10.1080/14778238.2022.2064352","url":null,"abstract":"ABSTRACT Managing technological innovations in the knowledge-intensive and dynamic biotechnology industry involves the effective application of knowledge. Knowledge management has been shown to improve technological innovation capabilities, thus indirectly contributing to sustainable competitive advantage. This paper views knowledge management from a process capabilities perspective and aims to understand its role within the technological innovation process in biotechnology sector in the Netherlands. Through a qualitative and exploratory research design including 15 biotechnology case interviews, three general roles of knowledge management processes were identified: a key role, a supporting role, and a complementary role. The roles depend on the innovation phase. Four propositions are introduced and shed more light on the role of each individual knowledge management process with respect to the different innovation phases. Understanding how these processes work throughout the innovation process will provide insight for organisations on how to use knowledge management effectively to improve the innovation process performance.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"822 - 836"},"PeriodicalIF":3.2,"publicationDate":"2022-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49319811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-12DOI: 10.1080/14778238.2022.2062470
V. Koon
ABSTRACT Using frequentist and Bayesian approaches in structural equation modelling, this paper investigated the effects of multifaceted knowledge hiding such as playing dumb, rationalised and evasive, and organisational compassion on thriving at work. The sample consists of 243 respondents collected from employees working in multinational companies in two waves. The results show that both approaches have consistent findings. Specifically, playing dumb and rationalised hiding was negatively associated with organisational compassion except evasive hiding. Furthermore, playing dumb was found to be fully mediated. In contrast, rationalised hiding was partially mediated by the organisational compassion on thriving at work reported using a frequentist approach. The Bayesian approach confirms these two facets as complete mediation. The findings have theoretical implications for the association between multifaceted knowledge hiding and organisational compassion, practical implications for understanding and fostering employee thriving at work, and the methodological implication for using both approaches to confirm the study.
{"title":"The role of organisational compassion in knowledge hiding and thriving at work","authors":"V. Koon","doi":"10.1080/14778238.2022.2062470","DOIUrl":"https://doi.org/10.1080/14778238.2022.2062470","url":null,"abstract":"ABSTRACT Using frequentist and Bayesian approaches in structural equation modelling, this paper investigated the effects of multifaceted knowledge hiding such as playing dumb, rationalised and evasive, and organisational compassion on thriving at work. The sample consists of 243 respondents collected from employees working in multinational companies in two waves. The results show that both approaches have consistent findings. Specifically, playing dumb and rationalised hiding was negatively associated with organisational compassion except evasive hiding. Furthermore, playing dumb was found to be fully mediated. In contrast, rationalised hiding was partially mediated by the organisational compassion on thriving at work reported using a frequentist approach. The Bayesian approach confirms these two facets as complete mediation. The findings have theoretical implications for the association between multifaceted knowledge hiding and organisational compassion, practical implications for understanding and fostering employee thriving at work, and the methodological implication for using both approaches to confirm the study.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"486 - 501"},"PeriodicalIF":3.2,"publicationDate":"2022-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49623925","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-30DOI: 10.1080/14778238.2022.2053312
Soumya Rao, Satya Nandini, M. Zachariah
ABSTRACT Active participation of Small and Medium Enterprises (SMEs) in the digital revolution is jeopardised due to low technology adoption and inept management of skills and innovation resources. Apparently, firms that contrive firm knowledge proficiently qualify to address the demands of a new environment. As SMEs contend with their know-how, it becomes essential to practice Knowledge Management (KM). However, to avoid implementation failure and ease prioritisation of resources, being aware of Critical Success Factors (CSFs) of KM is vital. As research on CSFs of KM in SMEs has been inherently insufficient and inconsistent with literature on Critical Failure Factors (CFFs) of KM, there was a need to revise discussion on and propose an enhanced set of four CSFs of KM for SMEs by adopting the “Theory Adaptation” research design by amalgamating CSFs and CFFs of KM. Later, a discussion on KM planning followed to facilitate application of the proposed CSFs.
{"title":"Knowledge management for SMEs: a pragmatic approach","authors":"Soumya Rao, Satya Nandini, M. Zachariah","doi":"10.1080/14778238.2022.2053312","DOIUrl":"https://doi.org/10.1080/14778238.2022.2053312","url":null,"abstract":"ABSTRACT Active participation of Small and Medium Enterprises (SMEs) in the digital revolution is jeopardised due to low technology adoption and inept management of skills and innovation resources. Apparently, firms that contrive firm knowledge proficiently qualify to address the demands of a new environment. As SMEs contend with their know-how, it becomes essential to practice Knowledge Management (KM). However, to avoid implementation failure and ease prioritisation of resources, being aware of Critical Success Factors (CSFs) of KM is vital. As research on CSFs of KM in SMEs has been inherently insufficient and inconsistent with literature on Critical Failure Factors (CFFs) of KM, there was a need to revise discussion on and propose an enhanced set of four CSFs of KM for SMEs by adopting the “Theory Adaptation” research design by amalgamating CSFs and CFFs of KM. Later, a discussion on KM planning followed to facilitate application of the proposed CSFs.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"795 - 805"},"PeriodicalIF":3.2,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48304979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-04DOI: 10.1080/14778238.2022.2064606
Antti Lönnqvist, Tom Jackson, G. Schiuma
The modern knowledge management (KM) research field is now roughly quarter of a century old – some of the seminal KM books were published in later part of 1990ʹs and the key KM journals such as KMRP and JKM were established around the turn of the millennium (see, e.g., Schiuma et al., 2020). The KM research field has been growing and evolving constantly. For example, in 2018 we received 373 original submissions for the KMRP journal while in 2020 the number of submissions had increased to 625 submissions. A similar growth trend can be observed in the number of article downloads: in 2018 in total 15.550 articles were downloaded from KMRP website while in 2020 the number had increased to 72.501. In light of these numbers both the KM research field and the KMRP journal seem to be doing fine. While the number of submissions has significantly increased over the years, KMRP has until now been publishing only four issues, that is, around 40 articles per year. This has made the acceptance rate very low and in some cases caused delays between article acceptance and publication. In order to cope with the growth of the KM research field and the increased submissions, KMRP will be publishing six issues per year starting from Volume 20 in 2022. While moving to six issues per year makes it possible to publish more articles annually, we feel it is possible to maintain the high academic quality and managerial relevance of the journal. As Editors-inChief, we would especially like to see submissions that are original and novel. We welcome submissions that present new ideas, question existing theories and models and those that are critical to the KM discipline and its activities. Good examples of such studies include “Using critical KM to address wicked problems” by Dumay (2020) and “A comparative study of knowledge management research studies: Making research more relevant and creative” by Jevnaker and Olaisen (2022). These studies are good examples in the sense that they question the relevance and value of KM as a managerial practice and as a research field and, in doing so, challenge the research community to pursue new and more ambitious goals. One characteristic of a maturing research field is that nowadays there are many submissions that are starting to resemble each other – submissions that seem quite mechanistic or technical and aim only at very minor additions in new knowledge. Surely there is room also in the future for studies that verify existing research findings or refine theories with additional empirical data. However, we want to encourage authors to consider carefully the contribution and the added value of their study in light of the body of existing KM research. For example, we receive annually dozens of submissions exploring (with statistical tools using questionnaire-based data) the connections of, say, drivers of knowledge sharing or hiding and their impact on organisational performance. Of course, such questions are at the core focus of our jo
{"title":"Key development areas for the growing and maturing knowledge management research field: creativity, novelty, relevance and impact","authors":"Antti Lönnqvist, Tom Jackson, G. Schiuma","doi":"10.1080/14778238.2022.2064606","DOIUrl":"https://doi.org/10.1080/14778238.2022.2064606","url":null,"abstract":"The modern knowledge management (KM) research field is now roughly quarter of a century old – some of the seminal KM books were published in later part of 1990ʹs and the key KM journals such as KMRP and JKM were established around the turn of the millennium (see, e.g., Schiuma et al., 2020). The KM research field has been growing and evolving constantly. For example, in 2018 we received 373 original submissions for the KMRP journal while in 2020 the number of submissions had increased to 625 submissions. A similar growth trend can be observed in the number of article downloads: in 2018 in total 15.550 articles were downloaded from KMRP website while in 2020 the number had increased to 72.501. In light of these numbers both the KM research field and the KMRP journal seem to be doing fine. While the number of submissions has significantly increased over the years, KMRP has until now been publishing only four issues, that is, around 40 articles per year. This has made the acceptance rate very low and in some cases caused delays between article acceptance and publication. In order to cope with the growth of the KM research field and the increased submissions, KMRP will be publishing six issues per year starting from Volume 20 in 2022. While moving to six issues per year makes it possible to publish more articles annually, we feel it is possible to maintain the high academic quality and managerial relevance of the journal. As Editors-inChief, we would especially like to see submissions that are original and novel. We welcome submissions that present new ideas, question existing theories and models and those that are critical to the KM discipline and its activities. Good examples of such studies include “Using critical KM to address wicked problems” by Dumay (2020) and “A comparative study of knowledge management research studies: Making research more relevant and creative” by Jevnaker and Olaisen (2022). These studies are good examples in the sense that they question the relevance and value of KM as a managerial practice and as a research field and, in doing so, challenge the research community to pursue new and more ambitious goals. One characteristic of a maturing research field is that nowadays there are many submissions that are starting to resemble each other – submissions that seem quite mechanistic or technical and aim only at very minor additions in new knowledge. Surely there is room also in the future for studies that verify existing research findings or refine theories with additional empirical data. However, we want to encourage authors to consider carefully the contribution and the added value of their study in light of the body of existing KM research. For example, we receive annually dozens of submissions exploring (with statistical tools using questionnaire-based data) the connections of, say, drivers of knowledge sharing or hiding and their impact on organisational performance. Of course, such questions are at the core focus of our jo","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"175 - 176"},"PeriodicalIF":3.2,"publicationDate":"2022-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45479902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-27DOI: 10.1080/14778238.2022.2041375
S. Ammirato, A. M. Felicetti, Daniele Rogano, R. Linzalone, V. Corvello
ABSTRACT The main contribution of this paper is the development of a digital platform to support researchers in conducting systematic literature reviews (SLRs). The digital platform is able to overcome limitations of other available tools to support, in particular, reviews in the organisation and management field of study. The name of this platform is MySLR. After analysing characteristics of main approaches for SLRs, we highlighted limitations of methods and digital platforms currently used to support researchers in SLRs thus we defined an original methodology for digitalising the SLR phases. The methodology, that can overcome limitations of other methods, has been implemented in the MySLR digital platform. To validate the correctness of the methodology and test the robustness of MySLR, a SLR use case has been carried out in the field of human resource management in the context of Industry 4.0. Main results of this SLR have been reported as well.
{"title":"Digitalising the Systematic Literature Review process: the MySLR platform","authors":"S. Ammirato, A. M. Felicetti, Daniele Rogano, R. Linzalone, V. Corvello","doi":"10.1080/14778238.2022.2041375","DOIUrl":"https://doi.org/10.1080/14778238.2022.2041375","url":null,"abstract":"ABSTRACT The main contribution of this paper is the development of a digital platform to support researchers in conducting systematic literature reviews (SLRs). The digital platform is able to overcome limitations of other available tools to support, in particular, reviews in the organisation and management field of study. The name of this platform is MySLR. After analysing characteristics of main approaches for SLRs, we highlighted limitations of methods and digital platforms currently used to support researchers in SLRs thus we defined an original methodology for digitalising the SLR phases. The methodology, that can overcome limitations of other methods, has been implemented in the MySLR digital platform. To validate the correctness of the methodology and test the robustness of MySLR, a SLR use case has been carried out in the field of human resource management in the context of Industry 4.0. Main results of this SLR have been reported as well.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"777 - 794"},"PeriodicalIF":3.2,"publicationDate":"2022-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46304011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-21DOI: 10.1080/14778238.2022.2041374
W. Umrani, Ifzal Ahmad, Muhammad Imran Rasheed, Umair Ahmed, M. H. Pahi, A. Jhatial, Ghazanfar Ali Abbsai
ABSTRACT Drawing upon the resource-based view (RBV) theory, the present study examined the mediating role of absorptive capacity on the relationship between corporate entrepreneurship and firm performance. A time lagged survey-based quantitative study was carried out for which the questionnaire was adopted from different published sources. With a total of 347 responses, the data was analysed using SmartPLS-3. The findings of the study supported all the hypotheses. The direct corporate entrepreneurship and firm performance relationship sought empirical support. Accordingly, absorptive capacity resulted as a significant contributor towards firm performance. Notably, it also mediated the corporate entrepreneurship and firm performance association. The paper underlines the novel idea of mediating role of absorptive capacity (ACAP) on the corporate entrepreneurship and firm performance relationship. In doing so, this paper explains how information plays a critical role in enabling a culture and performance factor of an organisation.
{"title":"Managing intellectual capital: role of corporate entrepreneurship and absorptive capacity on firm performance","authors":"W. Umrani, Ifzal Ahmad, Muhammad Imran Rasheed, Umair Ahmed, M. H. Pahi, A. Jhatial, Ghazanfar Ali Abbsai","doi":"10.1080/14778238.2022.2041374","DOIUrl":"https://doi.org/10.1080/14778238.2022.2041374","url":null,"abstract":"ABSTRACT Drawing upon the resource-based view (RBV) theory, the present study examined the mediating role of absorptive capacity on the relationship between corporate entrepreneurship and firm performance. A time lagged survey-based quantitative study was carried out for which the questionnaire was adopted from different published sources. With a total of 347 responses, the data was analysed using SmartPLS-3. The findings of the study supported all the hypotheses. The direct corporate entrepreneurship and firm performance relationship sought empirical support. Accordingly, absorptive capacity resulted as a significant contributor towards firm performance. Notably, it also mediated the corporate entrepreneurship and firm performance association. The paper underlines the novel idea of mediating role of absorptive capacity (ACAP) on the corporate entrepreneurship and firm performance relationship. In doing so, this paper explains how information plays a critical role in enabling a culture and performance factor of an organisation.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"719 - 731"},"PeriodicalIF":3.2,"publicationDate":"2022-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48156142","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-21DOI: 10.1080/14778238.2022.2039572
L. Pellegrini, D. Aloini, Loretta Latronico
ABSTRACT The achievement of innovation performance by means of open innovation (OI) is not automatic and intellectual capital (IC) can play a pivotal role. In 2020, COVID-19 challenged the sanitary systems and required to rapidly introduce innovative health technologies. By unleashing multitudes of brains, OI may help. However, the pandemic introduced social distancing that acted to the detriment of firms’ IC, which should guarantee OI successfulness. This tension pushed us to investigate how OI affects IC to provide effective and timely innovative solutions during crises. We studied a company that rapidly modified its telemedicine product to provide a Local Health District (LHD) with an effective solution for monitoring COVID-19 patients. By distinguishing between OI developed prior to (ex-ante) and post (ex-post) the COVID-19 outbreak, we show that ex-post OI can build on IC strengthened by ex-ante OI and hence allow higher performance needed to combat the pandemic.
{"title":"Open innovation and intellectual capital during emergency: evidence from a case study in telemedicine","authors":"L. Pellegrini, D. Aloini, Loretta Latronico","doi":"10.1080/14778238.2022.2039572","DOIUrl":"https://doi.org/10.1080/14778238.2022.2039572","url":null,"abstract":"ABSTRACT The achievement of innovation performance by means of open innovation (OI) is not automatic and intellectual capital (IC) can play a pivotal role. In 2020, COVID-19 challenged the sanitary systems and required to rapidly introduce innovative health technologies. By unleashing multitudes of brains, OI may help. However, the pandemic introduced social distancing that acted to the detriment of firms’ IC, which should guarantee OI successfulness. This tension pushed us to investigate how OI affects IC to provide effective and timely innovative solutions during crises. We studied a company that rapidly modified its telemedicine product to provide a Local Health District (LHD) with an effective solution for monitoring COVID-19 patients. By distinguishing between OI developed prior to (ex-ante) and post (ex-post) the COVID-19 outbreak, we show that ex-post OI can build on IC strengthened by ex-ante OI and hence allow higher performance needed to combat the pandemic.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"765 - 776"},"PeriodicalIF":3.2,"publicationDate":"2022-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46086986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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