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This study examines how firms use organizational controls in the knowledge exploitation process to enhance endogenous innovation. Some past studies have shown that controls restrict the flexibility needed in innovation, whereas others have shown that controls enhanced innovation by directing the efforts of research and development professionals. Thus, we extend the theoretical development of organizational control theory to examine how different types of organizational controls (clan, behaviour, and output controls) play different roles at different points in the innovation process. First, we propose that codifying knowledge enhances its level of exploitation, with clan control serving as a moderator. Next, we propose that knowledge exploitation enhances endogenous innovation with behaviour and output controls serving as moderators. Our results from a sample of 607 Chinese manufacturing firms show that clan control moderated the knowledge codification–exploitation relationship positively. Behaviour control moderated the knowledge exploitation–innovation relationship positively, but output control had an inverse U‐shaped moderating influence in this relationship. The results indicate that examining different types of organizational controls at different points in the knowledge management process provides a more comprehensive understanding for the role of controls in innovation.

PurposeThe purpose of this paper is to examine the effects of the provision of employee services on employees' organizational commitment and their intentions to quit as well as their underlying reasons.Design/methodology/approachThe paper shows that questionnaires were administered at two organizations in Singapore to evaluate employees' attitudes resulting from the provision of employee services. Mediator regression analyses and structural equation modeling were used to test the relationships between the provision of employee services with construed external image of the organization, valence for employee services, organizational identification, organizational commitment, and intentions to quit.FindingsThe paper found that positive employee attitudes arising from the provision of employee services were the result of a positive construed external image of the organization. It also shows that, when employees perceived that outsiders viewed their organization positively, their level of identification with their organization increased.Research limitations/implicationsThe paper did not find a significant relationship between employees' valence for employee services and organizational identification, implying that receiving tangible benefits was less important to employees than working for an organization that is viewed positively by outsiders.Practical implicationsThe results in this paper suggest that employees' attachment to their organization is enhanced when they perceive that outsiders view their organization positively.Originality/valueThe results in the paper were explained in terms of social identity theory, which suggest that firms must continually invest in socially responsible activities and practices to create a positive corporate image. Employees' perceptions pertaining to how stakeholders view their organization affect their work attitudes.