This study investigated the complementary effect of three orientations of knowledge management (KM) strategy on firm performance: external and internal, explicit and tacit, and exploratory and exploitive. We propose a theoretical framework for examining the synergistic effects of KM strategy on firm performance, and the moderating effect of organizational structure. The complementary effect among these orientations of KM strategy was studied. To test our framework, we conducted a survey with a sample of 345 Chinese firms that had applied a KM strategy. The empirical results show that: (1) different KM strategy orientations complement each other, and this complementarity is an essential link in the relationship between KM strategy and firm performance; (2) the direct effect of each orientation of KM strategy on firm performance is not significant; (3) a centralized organizational structure moderates the relationship between KM strategy and firm performance, thus the more centralized is the organizational structure, the stronger is the positive impact of the complementary effect of KM strategy on firm performance; and (4) the moderating effect of formalized organizational structure in the relationship between KM strategy and firm performance is not significant.
In the view of complexity theory, the emergency behavior of individual is nonlinear and influenced not only by individual variables but also by many other environmental variables. Based on complexity perspective, this article explored why employees’ taking charge behavior occurs in organizations from a multilevel approach. Specifically, this study has explored the cross-level interactive effect of organization-level factor (organizational justice climate and psychological safety climate) and individual-level factor (organizational identification) on employees’ taking charge behavior. Using a total of 806 valid matching questionnaires from 91 firms in China, this study found that first, organizational identification is positively related with employees’ taking charge behavior. Second, distributive justice climate positively moderates the influence of organizational identification on employees’ taking charge behavior. Third, psychological safety climate negatively moderates the influence of organizational identification on employees’ taking charge behavior. According to our results, organizational policies and practices should be made to foster employees’ identification with the organization, to construct a fair environment within the organization, and to convince employees that taking charge behavior will not entail political risks, especially for those employees with low organizational identification.
From the perspective of organizational ambidexterity, we consider the choice of innovation strategy among R&D firms. By building on contractual arrangements and employing a dynamic game model, we focus on the incentive mechanism of R&D Firms’ collaborative innovation and analyze incentive contracts of benefits distribution and cost-sharing when two firms conduct market-driven innovation (exploitative innovation) strategy and technological research-driven innovation (exploratory innovation) strategy respectively, and collaborate for innovation with each other. We also discuss the influence of exploratory and exploitative innovation effects on decision-making of R&D firms regarding whether to choose collaborative innovation under different incentive contracts. The results show that the effects of exploratory innovation acts as the intrinsic motivation of collaborative innovation while exploratory innovation could be improved to some degree by exploitative innovation. In addition, both investment levels of exploratory and exploitative innovation would decrease (increase) when innovation cost (innovative efficiency) increases. Moreover, compared with a benefit-distribution contract, cost-sharing contracts would not only lead exploitative innovation to realize optimal revenue, but also provide incentives for exploratory innovation more effectively.
From a configurational perspective, this study aims to explain how clusters drive firm performance in the regional innovation system by considering the relationship between cluster and firm performance as causal complexity. Using an original dataset comprising 292 Chinese firms in strategic emerging industries (SEIs), this study employs a fuzzy set qualitative comparative analysis (fsQCA) to investigate the conjunction effects of interorganizational dependence, network embeddedness, and ambidextrous innovation on cluster firms’ performance. The results showed that the fsQCA method uncovers causal combinations of these cluster factors that lead to high performance. These configurations imply two alternative pathways to enhance performance, where exploitative innovation is identified as the core causal condition.
According to the traditional theory of industrial organizations, differentiated competition leads to higher returns. However, Chinese eCommerce platforms tend to homogenize in the choice of operational strategies, which deviates from the principle of differentiated competition. Some competitive eCommerce platforms were described based on the hotelling model, and a sequential game model for the competition of ecosystems was built to analyze the choice of operation strategies. From the perspective of a business ecosystem, this paper studied the impact of the strategy choice of the core platform on the ecological profit. The results showed that an open strategy would always improve the performance of business ecosystems and could even benefit the competitive ecosystem because of its spillover effect. The equilibrium of the competitive platforms was related to the game strategies, independent of the distribution contracts of the suppliers. We found that the platforms’ positions deviated from the maximum difference principle due to network externalities, and differentiation did not improve the profits of platforms.
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