Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership

Dabić, Marina; Stojčić, Nebojša; Šimić, Marijana; Potočan, Vojko; Slavković, Marko; Nedelko, Zlatko

doi:10.1016/j.jbusres.2020.10.013

Cited by 112 publications

(92 citation statements)

References 108 publications

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“…From the viewpoint of the respondent's position in an organization, employees in managerial positions are more prone to knowledge transfer, compared to other employees. Again, this is in line with expectations, as traditionally, employees in managerial positions have been coaching and mentoring those in non-managerial positions and possess the most important knowledge in the organization(Argyris, 2001;Dabic et al, 2021).…”

supporting

confidence: 81%

Strength of culture and transfer of knowledge in organizations

Pivec

Potočan

2021

Management (Split, Online)

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This paper analyses the effects of organizational culture on the transfer of knowledge in organizations. While prior literature has considered relations between individual classifications of organizational culture and the whole process of knowledge development, we focused our analysis on the dimension of cultural strength and its effects on the selected phase of knowledge transfer in organizations. Our study suggested that organizations need to analyse how weak and strong organizational culture affects knowledge in organizations. The study drew upon the behavioural, organizational, and knowledge management theories and analysed answers from 138 respondents in Slovenian organizations. Analysing knowledge data demonstrates that older respondents and employees in managerial positions are more prone to knowledge transfer. The analysis shows that the strength of organizational culture is positively and statistically significantly associated with knowledge transfer in organizations. The main practical implication of this study is our finding, which suggests that organizations need to further improve the transfer of knowledge through increasing the strength of organizational culture.

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supporting

confidence: 81%

Strength of culture and transfer of knowledge in organizations

Pivec

Potočan

2021

Management (Split, Online)

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“…A potential set of personal drivers can be confirmed by the personal demographic variables used in other business studies. Of the personal demographic variables used, often as control variables, the most frequently outlined are age, gender, education, number of working years, and the position of employees in the organization [ 89 , 90 , 91 ] (see Table 1 for details of the selection of personal drivers of management tool usage). In the next few paragraphs, we look closely at these potential personal drivers of management tool usage.…”

Section: Theoretical Background and Research Question Developmentmentioning

confidence: 99%

“…Therefore, we postulated the following RQ: RQ2: How does gender influence the usage of management tools in organizations? Next, very frequently considered in business studies is education level [90,91]. Turning to the studies of management tools from various perspectives, it is evident that many of the studies outlined in Table 1 consider level of education as a variable that has a potential impact on the use of the management tools studied [1,36,38,40,43,69,73,77], though further examination of the role of education in those studies is limited.…”

Section: Personal Driversmentioning

confidence: 99%

What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?

Nedelko

2021

Sensors

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The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.

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“…The application and sharing of knowledge always take place in the shadow of the elements of specific physical contexts and the mental models of the people involved in this transfer (Raza & Awang, 2020). That is why knowledge can be recognized by the fact that it is inherently social and content (Dabić et al, 2020). Therefore, the process of knowledge sharing between individuals is contingent and depends on their social interactions and exchanges.…”

Section: Introductionmentioning

confidence: 99%

Providing a framework for knowledge sharing in knowledge-based organizations according to social capital indicators

Ghorbani

Khanachah

2021

amor

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Purpose: This study aimed to provide a framework for examining knowledge sharing from the perspective of social capital in knowledge-based organizations. For this purpose, the social capital and knowledge sharing literature has been reviewed and appropriate dimensions and components have been selected for use in the proposed framework. Research methodology: The number of experts participating in this study was 12. Kendall’s W Ranks is a statistical index for assessing the degree of agreement in a group. This statistical index, which is related to non-parametric statistics, is used to assess the degree to which a number of evaluators agree on the ranking of several factors. Result: This research's proposed framework shows that the main bottleneck in the knowledge sharing process is the sender. Numerous factors affect the motivation, quantity and quality of knowledge shared by him. The proposed conceptual model shows the factors in the field of social capital well. This means that the organization's managers should pay special attention to people with knowledge to activate the process of knowledge sharing in the organization as a driving force. Limitations: This research only described knowledge-based organizations. Contribution: The proposed conceptual framework makes a good distinction between formal and informal knowledge-sharing channels in a knowledge-based organization. Formal channels are controlled and manageable channels. Although the main burden of knowledge sharing in organizations lies with informal channels, the more managers can shift the organization's knowledge to formal channels, the more they can manage the process. This is a part of the job that social capital, in particular, helps to achieve. The proposed framework discusses the acceptance of the use of formal frameworks. Keywords: Social capital, Knowledge management, Knowledge sharing, Expertise method

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Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership

Cited by 112 publications

References 108 publications

Strength of culture and transfer of knowledge in organizations

Strength of culture and transfer of knowledge in organizations

What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?

Providing a framework for knowledge sharing in knowledge-based organizations according to social capital indicators

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