Do mistakes acceptance foster innovation? Polish and US cross-country study of tacit knowledge sharing in IT

Kucharska, Wioleta

doi:10.1108/jkm-12-2020-0922

Cited by 27 publications

(33 citation statements)

References 132 publications

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“…Zappa and Robins (2016) stressed that the essence of organizational learning is to identify and modify mistakes. Thus, as demonstrated by Kucharska and Bedford (2020) and Kucharska (2021), the climate component of learning culture supports the acceptance of mistakes in the learning process. Therefore, the following hypothesis is formulated:…”

Section: Leadership Culture Intellectual Capitalmentioning

confidence: 87%

Leadership, culture, intellectual capital and knowledge processes for organizational innovativeness across industries: the case of Poland

Kucharska

2021

JIC

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PurposeThis study aims to present the overview of intellectual capital creation micro-mechanisms concerning formal and informal knowledge processes. The organizational culture, transformational leadership and innovativeness are also included in the investigation as ascendants and consequences of the focal relation of intellectual capital and knowledge processes.Design/methodology/approachBased on a sample of 1,418 Polish knowledge workers from the construction, healthcare, higher education and information technology (IT) industries, the empirical model was developed using the structural equation modeling (SEM) method.FindingsThe study exposes that the essence of transformational leadership innovativeness oriented is developing all intellectual capital components. To do so, leaders must support both formal and informal knowledge processes through the organizational culture of knowledge and learning. Furthermore, for best results of the knowledge transformation into intellectual capital, the learning culture must be shaped by both components: learning climate and acceptance of mistakes.Practical implicationsPresented findings can be directly applied to organizations to enhance innovativeness. Namely, leaders who observe that the more knowledge is formally managed in their organizations, the less effective the knowledge exchange is-should put more effort into supporting informal knowledge processes to smoothly develop human and relational intellectual capital components. Shortly, leaders must implement an authentic learning culture, including the mistakes acceptance component, to use the full organizational potential to achieve intellectual capital growth. Intellectual capital growth is essential for innovativeness.Originality/valueThis study presents the “big picture” of all intellectual capital creation micro-mechanisms linking transformational leadership with organizational innovativeness and explains the “knowledge paradox” identified by Mabey and Zhao (2017). This explanation assumes that intellectual capital components are created informally (i.e. human and relational ones) and formally (i.e. structural ones). Therefore, for best effects, both formal and informal knowledge processes, must be supported. Furthermore, this study exposes that the intensity of all explored micro-mechanisms is industry-specific.

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Section: Leadership Culture Intellectual Capitalmentioning

confidence: 87%

Leadership, culture, intellectual capital and knowledge processes for organizational innovativeness across industries: the case of Poland

Kucharska

2021

JIC

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“…The researcher such as Kucharska (2021) investigated effective factors on KS can be divided into three main groups: individual, organizational, and technological. At an individual level, effective factors on KS are mostly associated to elements such as lack of trust, and lack of communication skills, at an organisational level, these factors can be considered as lack of organisational culture (OC), lack of resources, at a technology level, these factors seem to correlate with factors such as lack of training, lack of alignment IT systems and processes KS and so on.…”

Section: The Concept Of Knowledge Sharing (Ks)mentioning

confidence: 99%

The Effects of Knowledge Sharing Culture on IT Risk management Performance

Azizi

Haass²,

Davison³

et al. 2022

ECKM

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The paper aims to develop a model for comprehensive implementation of IT risk management (ITRM) from risk-related knowledge of involved stakeholders. The literature review indicated a need to gain a greater understanding of the effectiveness ITRM process. This qualitative study adopts a subjectivist epistemology, complemented with an interpretive paradigm and inductive reasoning. The findings provide new insights in relation to ITRM implementation by considering knowledge sharing. The outcomes of this research are expected to benefit practitioners and researchers through exploring key factors that can facilitate stakeholders to share their knowledge from an IT project to another.

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“…Mistakes might be a great source of learning (Kucharska, 2021). However, mistakes are surrounded by controversy, this topic is not a popular one.…”

Section: Organisational Learning and Change Adaptabilitymentioning

confidence: 99%

“…The results of this study are based on a Polish sample; additional nationality-based studies are needed. As Kucharska (2021) noted, mistakes acceptance might be affected by a nation's culture. Therefore, national differences might exist in relation to learning from mistakes.…”

Section: Limitations and Implicationsmentioning

confidence: 99%

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

Kucharska¹

2021

EJKM

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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.

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Do mistakes acceptance foster innovation? Polish and US cross-country study of tacit knowledge sharing in IT

Cited by 27 publications

References 132 publications

Leadership, culture, intellectual capital and knowledge processes for organizational innovativeness across industries: the case of Poland

Leadership, culture, intellectual capital and knowledge processes for organizational innovativeness across industries: the case of Poland

The Effects of Knowledge Sharing Culture on IT Risk management Performance

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

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