scholarly journals Interaction between the Knowledge Sharing on Innovation Behavior Based on the Viewpoint of Team Diversity: Empirical Research from China

2019 ◽  
Vol 64 ◽  
pp. 97-107 ◽  
Author(s):  
Meng-Hsiu LEE ◽  
Ming-Yu YEN ◽  
Louis PERROMAT
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
High Tech ◽  
High Tech Industry ◽  
Mutual Cooperation ◽  
Growth And Survival ◽  
Team Diversity ◽  
Continuous Innovation ◽  
Positive Effects ◽  
Innovation Behavior

In the rapidly changing and challenging environment, the possession of continuous innovation ability is primary for organizations in high-tech industry, which have to constantly apply innovation to maintain and enhance the effectiveness, create corporate value, and pursue organizational excellence so as to promote the competitive advantage for enterprise growth and survival. For organizations toady, work teams are the basic units to complete tasks. A lot of management activities are mostly preceded with teams, relying on the mutual cooperation among members. Besides, team interaction and communication could effectively enhance team performance and organizational performance. Aiming at supervisors and employees of high-tech industry in Fujian Province, total 520 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate 68%. The research results show that 1.team diversity presents positive and significant effects on knowledge sharing, 2.knowledge sharing shows positive and remarkable effects on innovation behavior, and 3.team diversity reveals positive effects on innovation behavior. According to the results, suggestions are proposed, expecting to stimulate team innovation behaviors for high-tech industry applying different value, experience, and professional knowledge of team members.

scholarly journals Human Capital and Organizational Performance Based on Organizational Innovation: Empirical Study on China

2019 ◽  
Vol 64 ◽  
pp. 156-166 ◽  
Author(s):  
Yanfeng JIANG ◽  
Yanfang JIANG ◽  
Wan NAKAMURA
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Organizational Innovation ◽  
High Tech ◽  
High Tech Industry ◽  
New Era ◽  
Positive Effects ◽  
Knowledge Based ◽  
Retrieval Rate ◽  
Knowledge Based Economy

It is now entering the knowledge-based economic era globally. In the new era, the real dominant resources and decisive production factors are not capital, land, or labor, but knowledge. In such an era, knowledge workers play critical roles in the business activity. Employees with knowledge would become the human capital of a company. High-tech industry has got in the giant competition era. Under the global competition and the constant innovation of knowledge-based economy, it becomes a worth discussing issue for high-tech businesses maintaining or enhancing the firm competitiveness. Aiming at high-tech industry, the supervisors and employees of high-tech businesses in Shanghai are distributed 420 copies of questionnaire. Total 322 valid copies are retrieved, with the retrieval rate 77%. The research results show significantly positive effects of 1.human capital on organizational innovation, 2.organizational innovation on organizational performance, and 3.human capital on organizational performance. According to the results, suggestions are proposed, expecting to help high-tech businesses, when encountering the challenge in the industrial environment, create more performance and benefits to achieve the sustained-yield management.

Team and Individual Interactions With Reciprocity in Individual Knowledge Sharing

2019 ◽  
pp. 123-145 ◽  
Author(s):  
Megan Lee Endres ◽  
Sanjib Chowdhury
Keyword(s):  
Experimental Study ◽  
Knowledge Sharing ◽  
Functional Diversity ◽  
Future Research ◽  
Demographic Diversity ◽  
Team Diversity ◽  
Positive Effects ◽  
Individual Knowledge ◽  
Individual Variables ◽  
Ability Perceptions

The study investigated the effects of expected reciprocity on knowledge sharing, as moderated by team and individual variables. Data (n = 84) were collected in an experimental study from undergraduate business student participants. The effects of expected reciprocity on knowledge sharing depend on the levels of individual competence, positive team attitudes, functional diversity, and demographic diversity. Implications include that the effectiveness of reciprocity in knowledge sharing depends on several factors relating to the team and individual. Encouraging reciprocity may have positive effects, but these can be overridden by poor team attitudes, low ability perceptions, and team diversity. Future research suggestions are offered.

The Role of Expected Reciprocity in Knowledge Sharing

2013 ◽  
Vol 9 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Megan L. Endres ◽  
Sanjib Chowdhury
Keyword(s):  
Experimental Study ◽  
Knowledge Sharing ◽  
Functional Diversity ◽  
Future Research ◽  
Demographic Diversity ◽  
Team Diversity ◽  
Positive Effects ◽  
Individual Variables ◽  
Ability Perceptions

The authors investigated the effects of expected reciprocity on knowledge sharing, as moderated by team and individual variables. Data (n = 84) was collected in an experimental study from undergraduate business student participants. Effects of expected reciprocity on knowledge sharing depended on the levels of individual competence, positive team attitudes, functional diversity and demographic diversity. Implications include that the effectiveness of reciprocity in knowledge sharing depends on several factors relating to the team and individual. Encouraging reciprocity may have positive effects, but these can be overridden by poor team attitudes, low ability perceptions and team diversity. Future research suggestions are offered.

scholarly journals Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate

2016 ◽  
Vol 24 (5) ◽  
pp. 711-729 ◽  
Author(s):  
Ali Ahmad Bodla ◽  
Ningyu Tang ◽  
Wan Jiang ◽  
Longwei Tian
Keyword(s):  
Knowledge Sharing ◽  
Deep Level ◽  
Negative Effects ◽  
Team Creativity ◽  
Team Diversity ◽  
National Team ◽  
Positive Effects ◽  
Team Knowledge Sharing ◽  
Cross National ◽  
Inclusive Climate

AbstractDiversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

KM implementation in a public sector accounting organization: an empirical investigation

2011 ◽  
Vol 15 (3) ◽  
pp. 497-512 ◽  
Author(s):  
Siong Choy Chong ◽  
Kalsom Salleh ◽  
Syed Noh Syed Ahmad ◽  
Syed‐Ikhsan Syed Omar Sharifuddin
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Strong Support ◽  
Content Type ◽  
Positive Effects ◽  
Public Sector Accounting ◽  
Intellectual Assets ◽  
Depth Study ◽  
Self Reporting Questionnaire

PurposeThis study aims to investigate how accountants working in a large public sector accounting organization perceive KM implementation issues in their organization. An integrated KM framework that interconnects KM enablers, knowledge sharing process, and organizational performance derived from the literature is proposed and adopted in this study.Design/methodology/approachThe accountants working at the Accountant‐General's Department (AGD) under the Ministry of Finance, Malaysia are selected for an in‐depth study through the use of a self‐reporting questionnaire. The model's validity was confirmed through factor analysis. The data were then analyzed using multiple regression analyses.FindingsThe statistical results provide strong support for the KM framework. There are positive effects of KM enablers and knowledge sharing process towards organizational performance. When both the variables are regarded as antecedents of organizational performance, knowledge sharing process and technology resources are among those of highly significant enablers.Research limitations/implicationsThis research was conducted in only one organization among the lower echelon accountants, thereby limiting the generalizability of the results obtained. This paper provides a framework for developing an instrument for assessing the AGD, which has drawn plans to institutionalize KM. As a knowledge nexus of public sector accounting knowledge and practice, the AGD has to place serious emphasis on the significant KM enablers in drawing up its KM implementation strategy in order to effectively manage and leverage the intellectual assets of its professional intellects. This will enable it to reap better performance.Originality/valueThis study has extended knowledge in KM, especially concerning KM implementation issues in public sector organizations. Moreover, this research is among the first empirical works to address KM implementation in a public accounting organization.

scholarly journals Dynamic Capabilities and Firm Performance in the High-Tech Industry: Quadratic and Moderating Effects under Differing Ambidexterity Levels

2019 ◽  
Vol 11 (18) ◽  
pp. 5004 ◽  
Author(s):  
Peng ◽  
Zhang ◽  
Yen ◽  
Yang
Keyword(s):  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Response Rate ◽  
Dynamic Theory ◽  
High Tech ◽  
Moderating Effects ◽  
Effective Response ◽  
High Tech Industry ◽  
And Performance ◽  
The Relationship

This study uses the perspectives of dynamic capabilities and ambidexterity to investigate the direct effect of the development of an organization’s explorative and exploitative capabilities on organizational tensions and performance. We employed a sample of high-tech Taiwanese firms to test our hypotheses and surveyed the informants’ knowledge about their companies. We sent out 1000 questionnaires and received 234 valid responses, yielding a 23.4% effective response rate. The results also indicated that the consideration of incorporating balanced and combined dimension ambidexterity would benefit high-tech firms and help them facilitate higher performance. In summary, based on the results of previous studies, this study divided dynamic capabilities into exploitation capabilities and exploration capabilities, and divided ambidexterity into combined and balanced dimensions, so as to redefine the relationship between dynamic capabilities, ambidexterity and organizational performance from the perspective of tension, thereby enhancing the connotations of dynamic theory.

scholarly journals Board Human Capital and Enterprise Growth: A Perspective of Ambidextrous Innovation

2019 ◽  
Vol 11 (14) ◽  
pp. 3993
Author(s):  
Liu ◽  
Chi ◽  
Han
Keyword(s):  
Human Capital ◽  
Market Competition ◽  
Favorable Effect ◽  
High Tech ◽  
High Tech Industry ◽  
Enterprise Growth ◽  
Positive Effects ◽  
Endogenous Growth Theory ◽  
Intermediary Role

This paper investigates the relationship between board human capital and enterprise growth. By analysing data from Chinese publicly listed companies between 2008 and 2017, we apply resource-based theory and endogenous growth theory to develop a model, and we show board human capital has positive effects on enterprise growth and ambidextrous innovation mediates between them. We further consider the role of industry differences and market competition and show empirical evidence that board human capital has a favorable impact on enterprise growth, and such an effect is more prominent in the high-tech industry. In addition, our results suggest that ambidextrous innovation plays a partial intermediary role between board human capital and enterprise growth. Such a favorable effect is prominent in the high-tech industry but is not affected by market competition. Furthermore, the promotion of exploratory innovation is not affected by the nature of the industry, but the promotion effect is more pronounced when the market competition is weak. We finally discuss the implications of the findings for scholars, managers, and policymakers alike.

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