Research on knowledge sources and innovation has focused mainly on external knowledge sources and the generation of technological innovations. This study contributes by examining the dual role of internal and external sources of knowledge and information on the adoption of managerial innovations, a type of non‐technological innovation deemed essential for organizational effectiveness but not examined sufficiently. It also contributes to the innovation adoption literature by analysing adoption as a process, rather than a dichotomous choice. We investigate how the involvement of stakeholders for the selection of a new programme, and organizational actions for the implementation of that programme, affect its adoption. Regression analyses of privatization of 64 services in 1,512 public organizations provide empirical evidence in support of the influence of internal and external involvement, and internal, but not external, implementation actions. We also find that while the relative influence of internal and external stakeholders’ involvement on innovation adoption does not differ, internal implementation actions have a stronger effect than external implementation actions. We discuss the implications of our findings for the adoption of innovations in organizations and offer research ideas for understanding non‐technological innovations and their effects on organizational conduct and outcomes.

Purpose This study aims to debunk the myth that knowledge sharing will harm one’s competiveness, and argues, from the learning theory perspective, that sharing knowledge benefits both knowledge sharers and knowledge recipients. Design/methodology/approach Survey data were collected from 233 respondents across a variety of industries in Taiwan and the data were analyzed using Partial Least Squares analysis. Findings The results showed that both knowledge sharers and knowledge recipients benefitted from knowledge sharing, developing deeper and wider knowledge, leading to better performance, and that the benefits were greater for the knowledge sharers. Practical Implications It is suggested that managers advocate knowledge sharing as a learning activity for both knowledge sharers and knowledge recipients. Regular knowledge sharing activities are advised, with knowledge sharers engaged fully in active learning, and knowledge recipients encouraged to take a more active role, by not only listening but also starting to share themselves. Originality/value This research adds to the knowledge management literature by investigating the results of knowledge sharing for both the sharer and recipient through a learning theory lens. It challenges the conventional view that employees will be worse off if they share knowledge, and debunks it with theoretical argument and empirical evidence. It offers insights into the impact on knowledge breadth and depth at the individual level, which was previously only studied at the organizational level.

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Purpose The purpose of this paper is to examine the impact of manager influence strategies and innovation attributes on employee attitudes and behaviors in innovation implementation. Design/methodology/approach Employees (n=237) in a manufacturing company in Taiwan which implemented an e-learning system participated in an online survey. System logs were used as behavioral outcome variables. Findings Persuasive strategy and relative advantage had a significant positive association with attitudes while relationship-based strategy and complexity had a significant negative association with attitudes. Assertive strategy and relative advantage had a significant positive association with use of the e-learning system, while persuasive strategy, relationship-based strategy, and complexity had a significant negative association with use of the e-learning system. Both relative advantage and complexity mediated the relationship between persuasive strategy and employee attitudes and behaviors. Complexity mediated the relationship between relationship-based strategy and employee attitudes and behaviors. Practical implications Managers should use persuasive strategy to inform employees regarding the benefits of the innovation and provide any assistance needed. Managers should be advised to not use relationship-based strategy as it can have an adverse employee impact. Originality/value The mediation model uses the diffusion of innovations model and the influence tactics literature to help explain the benefits of certain managerial practices.