Impacts of knowledge sourcing on employee innovation: the moderating effect of information transparency

Che, Tong; Wu, Zijing; Wang, Yao‐Yu; Yang, Rui

doi:10.1108/jkm-11-2017-0554

Cited by 49 publications

(68 citation statements)

References 83 publications

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“…This means that the more positive explicit knowledge sharing is carried out by the teacher, the more conducive the teacher innovation capability of the individual teacher of the school education institution will be. This finding is in line with previous research on business organizations, namely Perez-Luno et al (2018), Terhorst et al (2018), Boadu et al (2018), Che et al (2019). In contrast to explicit knowledge sharing, tacit knowledge sharing had no significant effect on teacher innovation capability (hypothesis 2 was rejected), except through mediating organizational learning.…”

Section: Hypothesis Testingsupporting

confidence: 91%

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Asbari¹,

Wijayanti²,

Hyun³

et al. 2019

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This research aimed to measure the effect of tacit and explicit knowledge sharing on teacher innovation capability mediated by organizational learning. Data collection was done by simple random sampling via electronic to the teacher population in Indonesia. The returned and valid questionnaire results were 781 samples. Data processing used SEM method with SmartPLS 3.0 software. The results of this research showed that explicit knowledge sharing had a positive and significant effect on teacher innovation capability, both directly and through organizational learning mediation, while tacit knowledge sharing had a positive and significant effect on teacher innovation capability through organizational learning mediation. Novelty research was proposing a model for building teacher innovation capability through tacit and explicit knowledge sharing with organizational learning as mediation. This research can pave the way to improve teacher readiness in facing the era of education 4.0.

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Section: Hypothesis Testingsupporting

confidence: 91%

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Asbari¹,

Wijayanti²,

Hyun³

et al. 2019

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“…Leaders who become role models can encourage employees to innovate to become like their leaders, one of them by presenting the results of thought or innovation to other employees, and I want to convince other employees that ideas or innovations are acceptable and supportive pliable the idea. This is in line with research conducted by (Che et al, 2019) which said that transparency will increase employee motivation in work, one of which is transparency related to the rewards system. Highly motivated employees will bring up innovative work behaviors, it is conveyed by (Devloo et al, 2015;Saether, 2019) who says that motivation can improve innovative work behavior.…”

Section: The Relationship Between Authentic Leadership and Psychological Capital On Innovative Work Behaviorsupporting

confidence: 89%

Authentic Leadership and Innovation: What is the Role of Psychological Capital?

Novitasari

Kumoro

Yuwono

et al. 2020

IJSMS

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This research aims to measure the effect of authentic leadership style and psychological capital on the innovative work behavior of a manufacturing company in Indonesia. Psychological capital also plays a role as a mediation between the relationship between authentic leadership and innovative work behavior. Data collection was carried out by simple random sampling to the 303 population. The returned and valid questionnaire results were 231 samples. Data processing was using the SEM method with SmartPLS 3.0 software. The results of this research are authentic leadership style and psychological capital have a positive and significant effect on innovative work behavior. Psychological capital as a mediator for the relationship between authentic leadership style and innovative work behavior. This novel research is proposing a model to enhance innovative work behavior among employees of a manufacturing company in Indonesia through authentic leadership practice and psychological capital. This research can pave the way to improve employee readiness in facing global business competition.

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“…For example, Tang () demonstrated that external diversified knowledge increased R&D employees' creativity through their degree centrality of team knowledge network, and the characteristics of knowledge content moderated the contribution of external diversified knowledge and R&D employee creativity. Che, Wu, Wang, and Yang () also find that knowledge sourcing significantly influences employees' innovation behaviour and the effect of knowledge sourcing depends on information transparency. However, no study has analysed the impact of the interaction of internal and external knowledge searching on employee creativity from the domain perspective or identified domain differences in the use of knowledge searching sources.…”

Section: Discussionmentioning

confidence: 95%

Network centrality, knowledge searching and creativity: The role of domain

2020

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This study aims to determine the role of knowledge searching on creativity in the fields of science research and technology development. Creativity is a process of knowledge combination, thus internal and external knowledge searching is important for creativity in both fields, particularly in the open innovation age. However, the nature of the work across these fields is different. While science research aims to solve theoretical problems and generate new knowledge, technology development aims to apply new knowledge to solve practical problems. Compared to science research, technology development has clear task goals, which make it easier to identify the related external knowledge and integrate this knowledge and in turn improve employee creativity. Thus, employees' attention to external knowledge as well as the influence of external knowledge on creativity might be different in the two fields. Results based on an empirical study of 211 employees from science research and 257 employees from technology development showed that external knowledge searching increased employee creativity in the field of technology development but not in science research. Furthermore, employees' centrality in the intra‐team problem‐solving network moderated the relationship between external knowledge searching and creativity in the science research field. Suggestions about employee creativity management in science and technology fields are discussed.

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Impacts of knowledge sourcing on employee innovation: the moderating effect of information transparency

Cited by 49 publications

References 83 publications

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Authentic Leadership and Innovation: What is the Role of Psychological Capital?

Network centrality, knowledge searching and creativity: The role of domain

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