Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aurelia Engelsberger ◽  
Jillian Cavanagh ◽  
Timothy Bartram ◽  
Beni Halvorsen
Keyword(s):  
Boundary Conditions ◽  
Human Resource ◽  
Social Exchange ◽  
Open Innovation ◽  
Research Question ◽  
Relational Leadership ◽  
Knowledge Sourcing ◽  
Content Type ◽  
Innovation Teams

PurposeIn this paper, the authors argue that multicultural skills and relational leadership act as enablers for open innovation, and thereby examine the process through which teams can utilize multicultural skills to support the development of relational leadership and knowledge sourcing and sharing (KSS) through individual interaction and relationship building. The authors address the following research question: How does relational leadership enable open innovation (OI) among employees with multicultural skills?Design/methodology/approachThis paper applies a multi-level approach (team and individual level) and builds on interviews with 20 employees, middle and senior managers with multicultural experiences, working in open innovation environments.FindingsThe authors’ findings shed light on the process through which social exchange relationships among team members (e.g. R&D teams) and knowledge exchange partners are enhanced by the use of multicultural skills and support the development of relational leadership to facilitate KSS and ultimately OI. The decision for participants to collaborate and source and share knowledge is motivated by individual reward (such as establishing network or long-lasting contacts), skill acquisition (such as learning or personal growth in decision-making) and a sense of reciprocity and drive for group gain. The authors encourage greater human resource (HR) manager support for relational leadership and the development and use of multicultural skills to promote KSS.Research limitations/implicationsDespite the value of our findings, this paper is not without limitations. The authors explained that the focus of this study design was on the work activities of the participants and their skill development and not specific projects or organizations. It was outside the scope of this study to examine variations across organizations and individuals as the authors wanted to focus on multicultural skills and relational leadership as enablers for OI. The authors recommend that future studies extend our research by unpacking how various boundary conditions including relational leadership and multicultural skills impact KSS and OI over the life cycle of innovation teams within large multinational organizations, across countries and ethnicities.Practical implicationsThe study’s findings provide managers with improved understandings of how to enable an individual's willingness and readiness to source and share knowledge through multicultural skills and relational leadership. Managers need to ensure that human resource management (HRM) practices celebrate multicultural skills and support relational leadership in innovation teams. The authors suggest managers engaged in OI consider the components of social exchange as described by Meeker (1971) and utilize reciprocity, group gain, rationality and status consistency to support the emergence relational leadership and KSS in innovation teams.Originality/valueIn this paper, the authors contribute to the dearth of literature on the boundary conditions for OI by examining the role of relational leadership and characteristics/skills of the workforce, namely multicultural skills and contribute to the scarce research on the role of employees with multicultural skills and their impact on OI and present multicultural skills/experiences and relational leadership as enablers for OI.

Mergers in Indian public sector banks: can human resource practices ensure effective implementation of change?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richa Singh ◽  
Geetika Goel ◽  
Piyali Ghosh ◽  
Saitab Sinha
Keyword(s):  
Public Sector ◽  
Human Resource ◽  
Resistance To Change ◽  
Change Implementation ◽  
Empirical Examination ◽  
Content Type ◽  
Public Sector Banks ◽  
Hr Practices ◽  
Effective Change

PurposeThis study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.Design/methodology/approachThe authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.FindingsTraining and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.Practical implicationsThe significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.Originality/valueResearch on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

The role of boundary management in open innovation: towards a 3D perspective

2021 ◽  
Vol 27 (8) ◽  
pp. 57-84
Author(s):  
Rosita Capurro ◽  
Raffaele Fiorentino ◽  
Stefano Garzella ◽  
Rosa Lombardi
Keyword(s):  
Open Innovation ◽  
Qualitative Methodology ◽  
Relevant Literature ◽  
Firm Boundaries ◽  
Boundary Management ◽  
Innovation Implementation ◽  
Content Type ◽  
Listed Firms ◽  
The One

PurposeThe aim of this paper is to investigate the role of boundary management when firms should implement open innovation.Design/methodology/approachThe relevant literature on strategic management, firm boundaries and open innovation fields is revised and critically assessed. An interpretive-qualitative methodology is applied to analyse empirical data obtained from a questionnaire and subsequent interviews of a sample of Italian listed firms. By critically integrating literature review and empirical analysis, a framework is provided with the objective of supporting open innovation implementation.FindingsThe study shows that on the one hand, open innovation and many modern paths of growth are connected to a firm's boundaries and that on the other hand, boundary management plays a key role in the implementation of open innovation.Practical implicationsThe paper has implications for practitioners by driving them to shift the focus of open innovation implementation towards the management of boundaries, in which boundary capabilities and activities play a key role.Originality/valueThis paper sheds light on the advantages and risks that can jeopardize a successful opening up innovation processes without the effective management of boundary studies. Thus, the authors identify and propose causes for reflection and tools maximizing potentiality and reducing risks in the implementation of such processes.

Innovation in SMEs: the role of employee training in German SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irem Demirkan ◽  
Ravi Srinivasan ◽  
Alka Nand
Keyword(s):  
Research And Development ◽  
Boundary Conditions ◽  
Product Innovation ◽  
Employee Training ◽  
Lower Proportion ◽  
Economic Research ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

PurposeThis paper explores the role of effective resource and knowledge management capabilities on product innovation capabilities of the small and medium-sized enterprises (SMEs). Specifically, the authors research the role of the human resource investments in the form of employee training in developing firm's innovation capabilities and how SMEs manage these investments when we account for the boundary conditions such as the level of employee education, SME size and the frequency of investments in research and development (R&D).Design/methodology/approachThe authors use survey data conducted by The Centre for European Economic Research (Zentrum für Europäische Wirtschaftsforschung – ZEW). The final sample for analysis includes 983 SMEs from Germany that belong to 13 different industries. The authors use hierarchical OLS regression to test the hypotheses presented in this paper.FindingsThe authors find a positive association between increased investments in employee training and product innovation capabilities in the context of SMEs. More specifically, the authors’ findings support that (1) the relationship between employee training and innovation capabilities is weaker in industries with greater proportion of employees with university degrees, (2) the effectiveness of investments in employee training is lower among larger SMEs than smaller SMEs, and (3) continuous R&D weakens the relationship between training expenditure and innovation capabilities. While on the one hand the authors’ findings contribute to the debate of whether employee training is necessary for SMEs by affirming this notion, on the other hand the authors show that investments in employee training have differing implications for small and large SMEs within boundary conditions. Moreover, these findings have practical implications for the managers of all SMEs in terms of management of their knowledge resources.Research limitations/implicationsThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by showing that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they invest in research and development in a targeted manner. The authors also demonstrate that investments in employee training is not a waste, rather such investments can increase the likelihood of survival for many of these firms through its positive impact on product innovation.Practical implicationsFor managers of SMEs, the authors’ findings suggest that while investments in employee training are important, the managers of particular SMEs with above-mentioned qualities should be persistent in such investments and must make deliberate efforts to reap the benefits in terms of innovative capabilities. Unlike large firms, who have the financial means to carry out investments in an abundant manner, SMEs appear to be more enterprising with their scarce resources when we also consider the role of investments in human resources.Originality/valueThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by finding that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they do not invest in R&D continuously. The authors also demonstrate that investments in employee training is not a waste, but such investments can increase the likelihood of survival for many of these firms.

University as a vehicle to achieve social innovation and development: repositioning the role of the university in the society

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lwando Mdleleni
Keyword(s):  
Local Community ◽  
Social Innovation ◽  
Research Question ◽  
Academic Research ◽  
Exploratory Research ◽  
Western Cape ◽  
Content Type ◽  
The University

Purpose This paper aims to explore the role of university in promoting, generating and sustaining social innovation (SI). It aimed to understand how higher education institutions have extended their contribution beyond the traditional function of teaching and research to perform in socio-economic problem-solving. It looks at the kinds of contributions which universities potentially make to SI processes, and the effects that this has on the direction and magnitude of SI, and by implication social development. This was done by drawing lessons from a SI project that the University of the Western Cape has been involved in, i.e. Zenzeleni Networks Project. Design/methodology/approach To address the research question with this framework, the author adopted an exploratory research design using a case study. This research is qualitative, exploratory and descriptive, based on a case study built with secondary data. Findings This paper submits that universities can potentially function as key role players in promoting SI initiatives and fostering social transformations. Universities contribute with different kinds of resources and inputs to foster new SI ideas. Originality/value The paper suggests that socially innovative university projects may contribute to community social sustainability maintaining social cohesion by increasing social capital and providing resources for the empowerment of the marginalised communities. In so doing, they contribute to overcome social exclusion and promote more sustainable forms of development at community level. More research is needed on how universities can build community networks with local community partners, who can use the insights of academic research to replicate interventions and move to scale.

The mediating role of fairness on the effectiveness of strategic performance measurement systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kevin Baird ◽  
Sophia Xia Su ◽  
Nuraddeen Nuhu
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Performance Measures ◽  
Content Type ◽  
Strategic Performance ◽  
Measurement Systems ◽  
Mediating Role ◽  
Performance Measurement Systems ◽  
Insight Into

PurposeThis study examines the mediating role of the fairness of performance appraisal on the association between the extent of use of strategic performance measurement systems (SPMSs) with SPMS effectiveness.Design/methodology/approachData were collected using an online survey distributed to 656 Australian middle and lower level managers.FindingsThe findings reveal that informational fairness mediates the association between SPMSs (link to value drivers and the use of multidimensional performance measures) with performance-related outcomes; procedural fairness mediates the association between SPMSs (link to strategy and the use of multidimensional performance measures) with staff-related outcomes and distributive fairness mediates the association between the use of SPMSs (all three types) with both performance and staff-related outcomes.Originality/valueThe study provides a unique insight into the importance of fairness (the distributive, informational and procedural fairness of the performance appraisal system) in mediating the associations between the extent of use of SPMSs and SPMS effectiveness. The findings contribute to the human resource management (HRM) “black box” literature by providing an insight into the behavioural mechanism through which a specific human resource management practice (i.e. the SPMS) influences organisational performance.

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rocco Palumbo ◽  
Mohammad Fakhar Manesh ◽  
Massimiliano Matteo Pellegrini ◽  
Giulia Flamini
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Human Dimension ◽  
Content Type ◽  
Organisational Climate ◽  
Human Resource Management Practices

PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

Role of perceived organizational support in teachers’ responsiveness and students’ outcomes

2014 ◽  
Vol 28 (2) ◽  
pp. 246-256 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin ◽  
Talat Islam
Keyword(s):  
Academic Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Educational Institution ◽  
Institutional Support ◽  
Content Type ◽  
Teachers And Students ◽  
Responsive Behavior

Purpose – Applying the social exchange theory at educational institution, this research endeavor is aimed to find out impact of organizational (institutional) support on teachers’ responsive behavior, and ultimately outcomes of responsiveness in form of students’ satisfaction and academic performance. Design/methodology/approach – This study was conducted on 20 teachers and 353 students, from the biggest public sector University of Pakistan. These teachers and students belong to ten faculties. A questionnaire was used to elicit response of both the respondent groups. Findings – Findings of the study reveal that provision of supportive environment (high perceived organizational/institutional support) positively influences teachers and they respond well toward the needs of students. This responsive behavior increases both satisfaction and academic performance of students. Originality/value – This research highlights the role of educational institutions in improving the quality of their product (students).

Reciprocity and commitment in online travel communities

2019 ◽  
Vol 119 (2) ◽  
pp. 397-411 ◽  
Author(s):  
Daniel Belanche ◽  
Luis V. Casaló ◽  
Carlos Flavián ◽  
Miguel Guinalíu
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Active Participation ◽  
Equation Modeling ◽  
Relational Capital ◽  
Content Type ◽  
High Level ◽  
Online Travel

PurposeWith social exchange theory as a basis, the purpose of this paper is to seek a better understanding of advice processes in online travel communities, which offer crucial advice for travelers’ decisions. It also predicts that relational capital variables (commitment, reciprocity perceptions) moderate the main relationships.Design/methodology/approachData from a web survey of 456 users of online travel communities affirm the scale’s validity and provide the input for structural equation modeling and multisample analyses of the hypotheses.FindingsHigher levels of commitment reinforce the effect of following past advice on passive and active participation intentions. Users’ perceptions of reciprocity in the community strengthen the influence of following past advice on active participation. However, a high level of reciprocity causes users following past advice to reduce their intentions to continue following that advice.Practical implicationsManagement tactics should specify active and passive participation in online travel communities. Specifically, to encourage the creation of high-quality new content, community managers should create interactive environments marked by high levels of reciprocity and commitment.Originality/valueThis research elucidates the role of relational capital variables in advice processes and advances understanding of online travel communities.

Using social distancing technology in hotels: a social exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cristian Morosan ◽  
Agnes DeFranco
Keyword(s):  
Social Exchange ◽  
Health Risks ◽  
Social Exchange Theory ◽  
Structural Model ◽  
Content Type ◽  
Privacy Concerns ◽  
Social Distancing ◽  
Using Data ◽  
Social Rewards

Purpose As social distancing procedures can be facilitated by various hotel technologies, the purpose of this paper is to investigate the extent to which consumers develop perceptions of value regarding the use of certain hotel technologies for social distancing in hotels. Design/methodology/approach Drawing from the social exchange theory, this study conceptualized the benefits of using technologies for social distancing, health risks, social rewards and privacy concerns as antecedents of value of using technologies for social distancing in hotels. The structural model was validated by using data from more than 1,000 nationwide US consumers. Findings Benefits and consumers’ privacy concerns of using technologies for social distancing in hotels were the strongest predictors of value. Social rewards also had a significant but relatively lower effect on value. Health risks was found to have no influence on value. Originality/value The study is the first to examine the role of technologies in mitigating the effects of coronavirus. Thus, it extends the information technology and hospitality literature by examining the role of these technologies in safeguarding individual and public health.

Retirement and organizations: perspectives and challenges for both workers and human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Henrique Helal ◽  
Cleverson Vasconcelos da Nóbrega ◽  
Tatiana Aguiar Porfírio de Lima
Keyword(s):  
Quality Of Life ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Active Role ◽  
Theoretical Framework ◽  
Content Type

Purpose This paper aims to reflect on retirement, showing its different viewpoints, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process. Design/methodology/approach This paper presents a theoretical framework of retirement, based on a procedural and multidimensional perspective. Findings To study how individuals adapt to retirement permits the discovery, for example, of how they obtain the quality of life after the transition and how they manage the internal and external aspects of the process. Human resource management must treat retirement as a complex and multidimensional phenomenon. This means it should consider retirement not only as a decision but also as a process. Originality/value This essay seeks to reflect on retirement, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process.

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