The influence of clustering on HR practices and intrapreneurial behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
María Teresa Canet-Giner ◽  
Ana Redondo-Cano ◽  
Francisco Balbastre-Benavent ◽  
Naiara Escriba-Carda ◽  
Lorenzo Revuelto-Taboada ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Retention ◽  
Research Strategy ◽  
Practical Training ◽  
Content Type ◽  
Strategic Issues ◽  
Fine Grained ◽  
Hrm Practices ◽  
Geographical Cluster ◽  
Knowledge Intensive

Purpose This study aims to explore how the fact of belonging to clusters of dissimilar form or characteristics modify the application of human resource management (HRM) practices, as well as those knowledge-sharing processes that guide and encourage the intrapreneurial behavior of employees (IPB) in firms belonging to the cluster. The main thesis is that the application of HRM practices and some knowledge management processes are strongly conditioned by the form or characteristics of the cluster, all this in a knowledge-intensive context that requires a contingent application of such practices. Design/methodology/approach The research strategy chosen was a qualitative case study, given that the insight the authors were seeking could only be obtained through a fine-grained analysis inside the firm where it is very difficult to decouple the phenomenon to be observed from the context where it takes place. Two cases were selected to analyze the phenomenon in-depth and compare their results; they were big and technologically advanced firms but belonging to clusters of different forms and characteristics. Findings Results show that the influence of the cluster based on location is greater than the effects of the cluster formed by networks, where globalization and external ties play an important role. HRM practices and knowledge sharing processes that lead to intrapreneurial behavior are conditioned, only in part, by the characteristics of the cluster. Particularly, the geographical cluster encourages knowledge sharing with competitors and customers, mainly for technical training processes and because of belonging to a sectoral association. However, HRM practices, with the exception of training and compensation policies, are mainly conditioned by the company's culture and internal factors, rather than by belonging to a specific cluster. Practical implications Firms belonging to an organized cluster should encourage the development of practical training-oriented programs, not only on technical aspects but also on other skill and competence-based areas. In addition, training based on strategic issues both for top and middle managers could be an interesting initiative. Additionally, clustered firms should develop more knowledge-retention policies to limit the degree of rivalry in the sector, as it is very common for a firm to search for new and specialized talent in the rest of competing firms in the cluster. Social implications Considering the economic impact of the geographical cluster, its effect on the employment and development of a region and taking into account the relevant and dynamic role of research institutions and associations, policymakers should support and facilitate the activity of those institutions, reinforcing the relevance of industrial districts or geographical clusters that are threatened by the pressures of globalization. Originality/value This study brings new insight into the effect of the form and characteristics of the cluster on HRM practices and knowledge sharing processes that lead to intrapreneurial behavior. The study may open the field for additional studies that, from a qualitative and quantitative perspective, analyze this topic in depth. The paper shows that IPB depends not only on the support of the institutions created in the cluster but also on the culture and competitive strategy of the company. Belonging to a geographical cluster can have an influence on firms’ behavior and can, through the trust generated among its members, facilitate knowledge-sharing processes and intrapreneurial behavior.

Employees as performers in knowledge intensive firms: role of knowledge sharing

2015 ◽  
Vol 36 (7) ◽  
pp. 1072-1094 ◽  
Author(s):  
Salman Iqbal ◽  
Paul Toulson ◽  
David Tweed
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Empirical Studies ◽  
Reliability And Validity ◽  
Measurement Model ◽  
Cross Sectional ◽  
Data Set ◽  
Content Type ◽  
Hrm Practices ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to investigate the effect of specific human resource management (HRM) practices on knowledge sharing behaviour among employees of knowledge intensive firms (KIFs). Design/methodology/approach – Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional data set comes from a sample of 390 employees of 19 KIFs. Confirmatory factor analyses were employed to evaluate the reliability and validity of the measurement model and the research model was tested using structural equation modelling. Findings – The results suggest that collaborative HRM practices have a direct positive effect on employees’ knowledge sharing behaviour. Surprisingly, the authors find that employees’ knowledge sharing behaviour is independent of reward systems and employees’ recognition. The authors suggest that organisational learning environments based on collaborative HRM practices can help employees’ knowledge sharing behaviour and improve the capability of both individual and organisational capability. Research limitations/implications – Knowledge-sharing behaviour is examined using specific HRM practices. Findings should be confirmed using a larger sample, as well as through longitudinal study. Practical implications – This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context. Originality/value – This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South-East Asian region. The findings are more interesting given that the current study is based on employees’ perceptions.

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

scholarly journals Integrating supplier knowledge in new product development projects: decoupled and coupled approaches

2017 ◽  
Vol 21 (5) ◽  
pp. 1035-1052 ◽  
Author(s):  
David T. Rosell ◽  
Nicolette Lakemond ◽  
Lisa Melander
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Knowledge Integration ◽  
New Product ◽  
Development Projects ◽  
Transfer Of Knowledge ◽  
Supplier Relationships ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects. Design/methodology/approach This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms. Findings Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms). Research limitations/implications This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty. Practical implications Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage. Originality/value The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Son Thanh Than ◽  
Phong Ba Le ◽  
Thanh Trung Le
Keyword(s):  
Knowledge Sharing ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation. Design/methodology/approach The paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms. Findings The findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation. Research limitations/implications Future research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them. Originality/value The paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

2020 ◽  
Vol 21 (6) ◽  
pp. 1153-1183 ◽  
Author(s):  
Sarra Berraies ◽  
Rym Lajili ◽  
Rached Chtioui
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Sharing ◽  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Enterprise Social Networks ◽  
Knowledge Intensive ◽  
The Relationship

PurposeThe objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.Design/methodology/approachA quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.FindingsResults highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.Originality/valueOn the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

Instilling affective commitment: insights on what makes knowledge workers want to stay

2016 ◽  
Vol 39 (3) ◽  
pp. 266-288 ◽  
Author(s):  
Sharmila Jayasingam ◽  
Muhiniswari Govindasamy ◽  
Sharan Kaur Garib Singh
Keyword(s):  
Knowledge Sharing ◽  
Service Sector ◽  
Affective Commitment ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Knowledge Retention ◽  
Future Research ◽  
Content Type ◽  
Knowledge Based ◽  
The Impact

Purpose – This study aims to examine factors that may influence affective organizational commitment among knowledge workers. The five final factors considered in this study include knowledge-sharing culture, autonomy, workplace value identity, promotion practices and, finally, management support. Gender was included as the moderator for the aforementioned relationships. Design/methodology/approach – A sample of 522 knowledge workers from manufacturing, retail and service sector anonymously completed a structured questionnaire that included measures of the variables of this study. Hierarchical regression was used to test the hypotheses. Findings – The findings provide evidence on the possible factors that organizations need to focus on and improvise to ensure the “want to remain in the organization” sentiment is enhanced among knowledge workers. Workplace value identity and knowledge-sharing culture were identified as the pertinent factors in influencing affective commitment. Gender was found to moderate the relationship between unfair promotion practice, knowledge-sharing culture and affective commitment. Research limitations/implications – One obvious limitation is that the sample of this study is sourced from a pool of knowledge workers. This limits our ability to conduct a comparative analysis with non-knowledge workers. Hence, future research could expand the model of this study to compare these relationships among knowledge and non-knowledge worker. Practical implications – Understanding the impact of these factors in a knowledge-based context helps firms prioritize and focus on important factors that can improve the level of affective commitment among knowledge workers. Doing so facilitates knowledge retention and prevents loss of knowledge. Originality/value – From a knowledge-based view, this paper identified factors that play an important role in retaining knowledge workers through enhanced affective commitment. With the changing workforce, the findings of this study show how knowledge-sharing culture and achievement orientation dominate affective commitment in a knowledge-based context.

Productization of knowledge-intensive services

2016 ◽  
Vol 27 (3) ◽  
pp. 360-390 ◽  
Author(s):  
Aku Valtakoski ◽  
Katriina Järvi
Keyword(s):  
Knowledge Sharing ◽  
Participant Observation ◽  
Service Innovation ◽  
Group Behavior ◽  
Frontline Employees ◽  
Business Services ◽  
Content Type ◽  
Frontline Employee ◽  
Multiple Case ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to study the antecedents of service innovation success in the knowledge-intensive business services context, especially why the participation of frontline employees and multiple organizational units is not enough for succeeding in knowledge-intensive service productization. Design/methodology/approach – A multiple-case study of two polar cases with longitudinal data, participant observation, and key personnel interviews. Findings – Case evidence indicates that frontline employee participation and cross-unit collaboration are not sufficient antecedents for successful service productization. Instead, to facilitate employee knowledge sharing, managers need to align the project goals with the goals of participating employees, and promote trust among the project workgroup. Moreover, to enable effective cross-unit collaboration, managers need to facilitate the establishment of common vocabulary for productization work and services, and to resolve any emerging conflicts between participating organizational units. Practical implications – The findings indicate the importance of enabling knowledge sharing and cross-unit collaboration for service productization. The identified antecedents translate to practical strategies for achieving these. The results also highlight the importance of bottom-up service innovation, and the management of service innovation on the group level. Originality/value – The study indicates that common antecedents for successful service innovation may not be sufficient in the knowledge-intensive context, calling into question the assumptions about individual and group behavior in service innovation, and suggesting the importance of multi-level perspective on service innovation.

Fostering intrapreneurial behavior through human resource management system

2020 ◽  
Vol 15 (3) ◽  
pp. 355-373
Author(s):  
Naiara Escribá-Carda ◽  
Lorenzo Revuelto-Taboada ◽  
Maria Teresa Canet-Giner ◽  
Francisco Balbastre-Benavent
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
High Performance ◽  
Equation Model ◽  
Work Systems ◽  
Content Type ◽  
Human Resource Management System ◽  
Industrial Companies ◽  
Knowledge Intensive ◽  
The Impact

PurposeThis work aims to analyze the effect of employees' perceptions of high-performance work systems (HPWS) on intrapreneurial behavior (IPB), and the potential role of knowledge sharing as a mediating variable in this relationship.Design/methodology/approachHypothesis testing was performed using a structural equation model (SEM) based on a PLS-SEM approach applied to a sample of 297 knowledge-intensive employees from six industrial companies of the Valencian region (Spain).FindingsResults confirmed that the relationship between employees' perceptions of HPWS and IPB does not take place directly. Alternatively, this relationship occurs through knowledge sharing of employees.Originality/valueThis study makes theoretical and empirical contributions to better understand the impact of employee's perceptions of HPWS on IPB mediated by knowledge sharing. This work theorized and tested a model where the concept of IPB gains special relevance at academic and practical levels due to its implications for HRM.

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sarra Berraies ◽  
Khadija Aya Hamza ◽  
Rached Chtioui
Keyword(s):  
Knowledge Sharing ◽  
Distributed Leadership ◽  
Explicit Knowledge ◽  
Positive Impact ◽  
Organizational Trust ◽  
Mediating Effect ◽  
Content Type ◽  
Knowledge Intensive ◽  
The Impact ◽  
Tacit And Explicit Knowledge

Purpose The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS). Design/methodology/approach Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method. Findings Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS. Originality/value This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

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