Structured Abstract:\ud \ud Purpose \ud Following previous studies, knowledge-sharing (KS) processes consist of knowledge donating (KD) and knowledge collecting (KC). Within this framework, the paper investigates the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors.\ud \ud Design/methodology/approach \ud The study is based on a web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. \ud \ud Findings \ud The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on knowledge donating, while the efficacy of ICT solutions is positively related to knowledge collecting.\ud \ud Research limitations/implications \ud Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS. \ud \ud Practical implications\ud The evidence described can help to improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS. \ud \ud Originality/value \ud The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.\ud \ud Keywords:\ud Knowledge sharing, individual enablers, supportive leadership, organizational structure, organic management systems, self-efficacy.\ud \ud \ud Article Classification: Research pape

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Purpose – The purpose of this paper is to explore the impact of different cultural typologies (i.e. innovative, competitive, bureaucratic and community) on employees’ knowledge-sharing processes within multinational corporations (MNCs) by taking a subsidiary perspective. It particularly applies the competing values framework to the study of individuals’ orientations toward sharing knowledge with others while also investigating the influence of top management support on such orientations. Design/methodology/approach – To test the proposed hypotheses, in this paper, survey data of 389 employees from six Italian subsidiaries are empirically analyzed by running hierarchical regressions on the two dimensions of knowledge-sharing processes, i.e. knowledge donating and knowledge collecting. Findings – The results show that the four types of organizational culture differently affect the knowledge-sharing sub-processes and confirm the importance of a strong top management support to facilitate interpersonal relationships. Research limitations/implications – Despite the cross-sectional nature of the data and the limitations arising from the subsidiaries’ position in the country, the findings suggest managers to pay great attention to the positive side of bureaucracy by emphasizing the need for order and efficiency while, at the same time, providing employees with a constant and encouraging support toward knowledge-sharing activities. Originality/value – The paper adds empirical evidence to the limited existing research on knowledge-sharing sub-processes of knowledge donating and collecting, extends the understanding of how different organizational cultures affect such processes, and contributes to the literature on MNCs’ knowledge-based activities by adopting a subsidiary perspective.

Purpose Building on the attitude–behavior relationship model, this study aims to contribute to customer orientation literature by suggesting that service employees’ commitment (i.e. personal attitude) affects their customer orientation via the effect of their participation in knowledge sharing with colleagues (i.e. employees’ behavior). Design/methodology/approach The empirical analysis has been developed around survey data, collected from 165 service workers of Italian museums. The hypotheses are tested through the SPSS PROCESS macro plugin. Findings Drawing on the importance of human capital to tourism organizations, this study illustrates that affective commitment has a positive and significant influence on employees’ customer orientation, and that this relationship is fully mediated by knowledge-sharing behaviors. Practical implications As attitudes are more stable than behaviors, the findings suggest that managers of tourism organizations implement appropriate selection and recruitment techniques, together with adequate involvement and empowerment activities, to identify and support individuals whose attitudes fit the organizational goals. Originality/value Acknowledging the contribution that workers can give to service organizations’ success, this paper enriches the understanding of the mechanisms that underlie the relationship between employees’ attitudes and their orientation toward the customer. Building on the cognitive dissonance theory, it adds to extant research on the individual antecedents of employees’ customer orientation by shedding light on the attitude–behavior relationship in tourism organizations.

Structured Abstract:\ud \ud Purpose \ud Based on the interactionist perspective proposed by Woodman, Sawyer, and Griffin (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, this work attempts to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through ICT infrastructures), and contextual factors (perceived top management support). \ud \ud Design/Methodology/Approach\ud The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering Organizational Creativity as dependent variable.\ud \ud Findings\ud The paper shows that individuals’ orientation toward learning from others significantly enhance organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.\ud \ud Research limitations/implications\ud Although based on a geographically-bounded perimeter, the analysis allows some generalizations. \ud \ud Originality/Value\ud Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when plannin

Given their extra-role nature, knowledge-sharing behaviors need to be motivated. However, current literature fails to acknowledge that, instead of being determined by one type of motivation, they are more likely to derive from the joint effect of both intrinsic motivation and extrinsic motivation (i.e., rewards). Based on this, we expect extrinsic rewards to crowd out the effect of intrinsic motivation on knowledge sharing. We go further and contend that extrinsic rewards might provide a formal coordination mechanism and interact with an informal coordinating mechanism (i.e., the use lateral coordination to foster employees' knowledge sharing). We empirically test this argument on a sample of 754 employees. The analysis shows that knowledge-sharing rewards significantly hamper the positive effect of both intrinsic motivation and lateral integrative mechanisms on knowledge sharing, resulting in a detrimental factor for employees' social relationships and helpful behaviors.

 Gossip is a form of conversation that uniquely involves three actors: the gossiper, the receiver, and the target.  In professional settings, gossipers are more likely to share positive and non-malicious gossip than negative and malicious one.

How can entrepreneurs be effective when making decisions? To enrich current research on entrepreneurship and cognition, the present study shows how alertness and decision making are closely related. Prompted by the scant attention that scholars have paid to the link between alertness and the pathways of entrepreneurs’ thought, it proposes that being alert by adequately scanning and searching for information is likely to increase decision-making effectiveness. Distinguishing between rational and intuitive cognitive styles and based on a sample of 98 Italian entrepreneurs from small and medium manufacturing companies, the analysis shows that while a rational cognitive style significantly mediated the relationship, intuition did not play a role in shaping entrepreneurial decision-making effectiveness. The results suggest that developing individual alertness might not be sufficient for entrepreneurs to make effective decisions; a rational cognitive style might also be a key mechanism shaping this association.