Large shareholder–manager social capital and firms’ radical innovation: empirical evidence from Chinese firms

PurposeThe purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.Design/methodology/approachThis paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.FindingsResults of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.Practical implicationsThe results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.Originality/valueThis study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.

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A conceptual model of nurses’ workplace social capital: a theory synthesis

BMC Nursing ◽

10.1186/s12912-021-00660-w ◽

2021 ◽

Vol 20 (1) ◽

Author(s):

Jiamin Xu ◽

Azadeh T. Stark

Keyword(s):

Social Capital ◽

Conceptual Model ◽

Empirical Evidence ◽

Current Knowledge ◽

Organizational Outcomes ◽

Nursing Management ◽

Individual Determinants ◽

Comprehensive Picture ◽

Workforce Integration ◽

Workplace Social Capital

Abstract Background Research has confirmed the importance of workplace social capital in the nursing workforce. Integration of the empirical evidence about nurses’ workplace social capital into a scientific collection can provide a comprehensive presentation of this concept. This scientific collection can be a conduit for further research and advancement of nursing management and leadership. The purpose of this paper, therefore, is to discuss the process of developing a conceptual model of nurses’ workplace social capital, an effective and concise approach to illustrate a scientific phenomenon. Methods The model of nurses’ workplace social capital was developed following Walker and Avant’s strategy of theory synthesis. Empirical evidence relevant to nurses’ workplace social capital was synthesized by systematically examining the existing literature. PubMed, CINAHL, Web of Science and Google Scholar were searched periodically from October 2017 to July 2020. Results Our proposed conceptual model lays out the determinants and outcomes of nurses’ workplace social capital and specifies the relational statements among these concepts. Nurses’ workplace social capital is influenced by the organizational and individual determinants shaped by multiple layers of sub-concepts. The development and implementation of nurses’ workplace social capital has three themes of consequences: 1) nurses’ outcomes; 2) patients’ outcomes; and 3) organizational outcomes. All the concepts and statements have been organized and aligned with the principles of “inventory of determinants or results” and “theoretical blocks”. Conclusion Our theoretical synthesis offers a comprehensive picture of the current knowledge of nurses’ workplace social capital. Efforts should be dedicated to evaluating, revising, and revamping this newly developed model based on future empirical evidence. Our synthesized conceptual model is the segue to more comprehensive studies about nurses’ workplace social capital. Interventional programs for the development of social capital can be structured based on the identified determinants.

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Social Capital, Credit Access and Household Nonfarm Enterprises in Nigeria: A new Empirical Evidence

Forum for Social Economics ◽

10.1080/07360932.2020.1825983 ◽

2020 ◽

pp. 1-21

Author(s):

Emmanuel O. Nwosu ◽

Anthony Orji ◽

Nathaniel E. Urama ◽

Chisom Emecheta ◽

Queen O. Chukwuma ◽

...

Keyword(s):

Social Capital ◽

Empirical Evidence ◽

Credit Access

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Leaders who empower: a gateway to radical innovation

Journal of Management & Organization ◽

10.1017/jmo.2019.73 ◽

2019 ◽

pp. 1-18

Author(s):

Emilio Domínguez-Escrig ◽

Francisco Fermín Mallén Broch ◽

Rafael Lapiedra Alcamí ◽

Ricardo Chiva Gómez

Keyword(s):

Theoretical Model ◽

Empirical Study ◽

Organizational Performance ◽

Empirical Evidence ◽

Positive Relationship ◽

Radical Innovation ◽

Structural Equations ◽

The Relationship

Abstract The main goal of the current study is to analyze the relationship between leaders' empowerment, radical innovation and organizational performance. A total of 300 Spanish companies participated in the study. In total, 600 valid questionnaires were obtained. Structural equations were used to validate the proposed hypotheses. Two different respondents in each company were selected to provide information. All the hypotheses proposed in the theoretical model were confirmed. This research provides empirical evidence of the relationship between leaders' empowerment and organizational performance, highlighting the mediation role played by radical innovation. Leaders who empower, promote radical innovation and, in turn, performance. To our knowledge, this is the first empirical study that analyzes the effect of leader's empowerment on radical innovation. Although in the former literature there are evidences of a positive relationship between empowerment and innovation, there are no studies that differentiate between innovation typologies.

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