Hospitality Teams' Knowledge Sharing and Service Innovation Performance Questionnaire

Hu, Menglei; Horng, Jeou‐Shyan; Sun, Yifei

doi:10.1037/t29148-000

Cited by 50 publications

(90 citation statements)

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“…This is unusual result runs counter to expectations from the literature, where essential internal services are considered a pre-requisite to the successful development of services to support incubatees (Edvardsson & Olsson, 1996;Hu et al, 2009). Instead, our research suggests that the impact of Operating and Networking Capabilities, particularly those involving networking to acquire and deliver resources for incubatees, are of greater importance.…”

Section: Academic Implicationscontrasting

confidence: 55%

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Improving business incubator service performance in China: the role of networking resources and capabilities

Lin

Wood

2012

The Service Industries Journal

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This research analyses the relationships between resources and capabilities in IntroductionThe resource-based view of business (RBV) has been widely adopted over the past few decades to explain competitiveness and heterogeneity in the field of management (Foss & Ishikawa, 2007). The use of this perspective has largely been confined to firms operating in non-service industries, with an early influential application of RBV to services by Bharadwaj, Varadarajan, and Fahy (1993) to understand competitive advantage in service industries. The application of the RBV specifically to services, with intangible outputs and high customer involvement, has been limited and we seek to make a contribution in this area. Under consideration in the present research is the 'business incubator' which provides a service the fledgling firms by providing assistance and support to accelerate client growth (Sung, Gibson, & Kang, 2003). Success requires careful application of the possessed resources, the expansion of capabilities, and interactions within the incubator and also in the wider business network. There is a paucity of research on the use and role of resources and capabilities in incubators and how the possessed resources and capabilities impact on the service performance. Entrepreneurism is increasingly important in China, generating greater interest inThis is an electronic version of an article published as: Lin, D., . Improving business incubator service performance in China: The role of networking resources and capabilities. The Service Industries Journal, 32(13), 2091-2114. doi:10.1080/02642069.2011.582498. The article is available online at: http://www.tandfonline.com/doi/full/10. 1080/02642069.2011.582498 incubator services . As government policy is frequently used as a tool to direct developments (Chen, 2006) it is necessary to understand whether benefits from government policies playing an important role in the success of incubators. The key research question explored is: Which resources and capabilities do Chinese incubators find most useful in improving their service success? The answer will allow incubator directors to invest their energy developing requisite resources and capabilities to improve their success.The paper commences with an introduction and background for the study provided by a literature review, culminating in development of hypotheses. A short case is presented.Structural equation modelling (SEM) is used to analyse survey data and validate hypotheses.Conclusions are provided and limitations of the study are discussed before outlining areas for future research. Literature reviewRBV is presently the dominant theory that explains interfirm performance differences (Hoopes, Madsen, & Walker, 2003). Resources of a firm "include all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to conceive of and implement strategies" (Barney, 1991, p. 101).Organisations are repositories of capabilities, knowledge, and resources;...

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Section: Academic Implicationscontrasting

confidence: 55%

“…1080/02642069.2011.582498 Roth, Chase, & Voss, 2000). Some scholars assert that as effective teamwork improves service capabilities, organisations must embed knowledge sharing practices while developing team cultures to achieve NSD performance (Hu, Horng, & Sun, 2009). …”

Section: Resource Networkmentioning

confidence: 99%

Improving business incubator service performance in China: the role of networking resources and capabilities

Lin

Wood

2012

The Service Industries Journal

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“…Team yang berkerja bersama-sama disebut teamwork, dimana teamwork mewakili suatu kesatuan nilai yang menganjurkan anggotanya untuk saling mendengarkan, memberikan respon yang membangun, mendukung dan mengapresiasi keinginan dan kesuksesan anggota team (Hu et al, 2009). Kesatuan nilai tersebut akan memantu team untuk berprestasi dan juga memotivasi timbulnya prestasi individual maupun prestasi organisasi secara keseluruhan, team juga akan menentukan hubungan antara anggota dan manajemen organisasi serta peranannya terhadap kinerja organisasi (Moultrie et.…”

Section: Pendahuluanunclassified

Dampak Sharing Knowledge Terhadap Best Operational Practice Melalui Organizational Citizenship Behavior Dan Service Quality Di Polwiltabes Surabaya

Tarigan

Rini

Djati

2017

EKUITAS

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“…Many researchers have discussed the relevant topics of KS including KS strategy (Bektas, 2013;Puccinelli, 1998;Sita Nirmala Kumaraswamy and Chitale, 2012), KS process (El Harbi et al, 2011;Sivak and Koch, 2012;Tsai, 2014), KS system (R and Prakasam, 2013;Song, 2002;Yoo and No, 2014), KS barrier (Kaps, 2011;Sharma, 2015;Wendling et al, 2013) and KS mechanism (Bij et al, 2006;Chai et al, 2003;Kohansal et al, 2013) and so on. The knowledge sharing research has been involved in a broad range from team (Hu et al, 2009;Zhang and Fai Ng, 2012) and organization (Lauring and Selmer, 2012;Yang and Wu, 2008) to industry (Ahmadi et al, 2012;Connell et al, 2014). Tacit knowledge is a significant and most valuable element of knowledge (Chase, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

Tacit Knowledge Sharing Modes of University Teachers From the Perspectives of Psychological Risk and Value

Deng

Zhou

2015

IJHE

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Tacit knowledge sharing (TKS) is important to improve the teaching skill and researching knowledge of university teachers. In this paper, the tacit knowledge sharing of university teachers is catalogued as four modes from perspectives of the psychological risk and psychological value which are measured by two grades -high and low. The four modes are named "Peer-review", "Learning Community", "Thumb-a-lift" and "Academic Conference", which are characterized by different values and risks. Some suggestions are proposed to promote the tacit knowledge sharing of university teachers.

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Hospitality Teams' Knowledge Sharing and Service Innovation Performance Questionnaire

Cited by 50 publications

References 0 publications

Improving business incubator service performance in China: the role of networking resources and capabilities

Improving business incubator service performance in China: the role of networking resources and capabilities

Dampak Sharing Knowledge Terhadap Best Operational Practice Melalui Organizational Citizenship Behavior Dan Service Quality Di Polwiltabes Surabaya

Tacit Knowledge Sharing Modes of University Teachers From the Perspectives of Psychological Risk and Value

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