The Input-Process-Output framework is adopted to examine the impact of diversity attributes (the input) on communication (the process) and their influence on performance (the output), to understand the internal group/ team working mechanisms of organisational resilience. A meta-analysis of 174 correlations from 35 empirical studies undertaken over 35 years showed that members of a team who have different experiences are more likely to share information and communicate openly when they deal with a task that requires collaboration outside the team. This supports the view that organisations are more resilient by being more closely connected with the external environment. Differences in social categories tend to favour openness of communication, especially in the case of age diversity and race/ethnicity diversity. An increase in openness of communication is likely to enhance team performance, particularly for small and medium-sized teams operating in manufacturing industries, while frequency of communication can be beneficial for both large and medium-sized teams working in the high technology industry. The positive workings of these associations form the resilient organisation.

PurposeThis study empirically examines the relationship between human capital ecosystems and entrepreneurial ecosystems. The study also investigates the mediating roles of digital knowledge capability and innovation capability and the moderating role of technology turbulence in the entrepreneurial ecosystem.Design/methodology/approachThe study takes inputs from existing literature and resource-based view (RBV) and absorptive capacity theories and develops a theoretical model. Later, the model is validated using the structural equation modeling technique with data collected from India-based startup enterprises.FindingsThe authors found a nexus between human capital and entrepreneurial ecosystems. The study also highlights that enterprises' digital knowledge capability and innovation capability significantly influence the entrepreneurial ecosystem. The study also found that technology turbulence has a significant moderating impact on the relationship between digital knowledge capability and innovation capability in entrepreneurial ecosystems.Research limitations/implicationsThe study shows the importance of developing human capital for improving enterprises' innovation capability and digital knowledge capability, which are also important to develop the entrepreneurial ecosystem. Entrepreneurs can use the proposed model in their enterprises for appropriately developing the entrepreneurial ecosystem.Originality/valueThe authors propose a theoretical model for entrepreneurial ecosystems, from the human capital perspective, which entrepreneurs could use to improve the overall organizational performance. Moreover, the model uses technology turbulence as a moderator, which is also a novel approach. The study also adds valuable knowledge to the overall body of literature of intellectual capital.

Abstract\ud Purpose – This paper analyses the idea that experience acts as an antecedent in\ud divestiture and triggers an organisational learning process that enables the divesting firm to\ud convert experience into knowledge, increasing the probability that a firm will undertake\ud subsequent divestitures.\ud Design/methodology/approach – The approach is quantitative. The research project\ud utilised the case control design, with a sample consisting of 274 divesting and non-divesting\ud firms. Given the dichotomous nature of the dependent variable, the relations of the research\ud model are tested using logistic regression.\ud Findings – The likelihood of a divestiture increases when firms have already had past\ud experience of divestitures. Firm performance and firm size act as moderating variables: that\ud is, the learning effects are weaker in firms with better past performance and in larger firms.\ud Research implications/limitations – The study contributes to the literature on\ud organisational learning and divestiture. In particular, the knowledge obtained from previous\ud divestitures is positively related to subsequent ones. The results on firm size and performance\ud as contingency factors make it possible to distinguish between the different learning\ud mechanisms in proactive and reactive divestitures, as well as in larger and smaller firms.\ud Accordingly, a two-level framework of experience and knowledge is proposed.\ud Practical implications – The results are of interest for practitioners who need a better\ud understanding of the antecedents of their strategic actions in terms of past experience and\ud knowledge. The study also offers insights into the knowledge management practices that fit\ud the proposed two-level framework of knowledge accumulation.\ud Originality/value – The originality of the study consists in the strong evidence of\ud learning effects in divestitures that it finds. This study augments a promising line of research\ud on the effect of experience in rare strategic decisions, enriching our understanding of the\ud learning mechanisms associated with complex experiences

PurposeThe purpose of this paper is to bring the attention of the intellectual capital (IC) research and practice communities to the value of IC in hotels' efforts to resolve or mitigate environmental problems over time. This research has been set to examine the relationships between key KM and IC concepts including environmental knowledge structures and exploitation and exploration of environmental knowledge (EK) as drivers of environmental organisational learning. The research has also examined the relevance of pro-environmental behavioural intention capital (PEBIC) as a component of structural capital and therefore an integral part of the intellectual capital of hotels.Design/methodology/approachThe data analysis technique used to test the proposed conceptual model is partial least squares structural equation modelling (PLS-SEM). Sample received from 87 companies from the Spanish hospitality sector in a longitudinal study (six years).FindingsThe results support that environmental knowledge structures (exploitation and exploration) has a positive impact on PEBIC over time. In other words, environmental organisational learning has the capability to create structural capital in hotel over time.Originality/valueThe research has addressed the challenges of exploration and exploitation of EK and PEBIC from a perspective not previously covered in the extant literature, further improved by the longitudinal nature of this study. Our focus on the hospitality sector makes this research relevant for management structures at numerous of hotels, as well as to their supply chains around the world. In addition, this research highlights the value to create structural capital through EK and organisational learning in the context of take care of our natural resources.

Purpose The purpose of this paper is to contribute to the understanding of the relationship between employees’ knowledge and organisational performance. Design/methodology/approach Using a structural equation model, feedback received from 237 blue-collar workers from multinational high-tech manufacturing enterprises in Italy was studied to understand, from a dynamic capabilities perspective, the role of soft skills in the career success of production workers. Findings The results of the analysis indicate a positive relationship between workers’ commitment to develop their soft skills and their career success, as well as a positive relationship between an organisation’s approach to both knowledge exploration and knowledge exploitation and the prospects for career success of blue-collar workers. Research limitations/implications The research has both theoretical and practical implications, as any efforts by researchers and practitioners to find effective ways to motivate the workforce will be likely to lead to a positive attitude towards learning and, ultimately, to improved business performance. Originality/value The originality of the paper is the focus on the personality and interpersonal attributes of workforce – blue-collar workers – and how they can affect business performance in highly innovative contexts.

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Purpose The purpose of this paper is to examine how organizational workers improve their perceived mobile user experience (UX) locus of control affected through organizational ambidexterity when using enterprise mobile systems (EMS). This study investigates the mediation role of business process customizability in the relationship between habitual use of EMS by individuals and organizational ambidexterity. Design/methodology/approach Over 150 possible respondent mobile phone users across 40 organizations in metropolitan National Capital Region (NCR) of Delhi with approximately were given the questionnaire. The data of a total of 121 NCR valid respondents aged between 22 and 49, after scrutinizing all collected questionnaires and removing those that had too many missing values or had the same answer to all questions, were used for analysis. The respondents were sampled from a research panel directory of a set of firms of the research firm hired for this survey. Findings The study finds complete mediation between the habitual use of EMS and organizational ambidexterity. Importantly, the empirical findings provide the research community with a deeper understanding of how EMS usage impacts organizational ambidexterity and individual’s UX locus of control. Originality/value It draws some newer areas of research with respect to interactions between enterprise mobile systems, business process customization due to enterprise mobile systems and organizational ambidexterity, which were hitherto unexplored.