Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Singh, Sanjay Kumar; Mazzucchelli, Alice; Vessal, Saeedeh Rezaee; Solidoro, Adriano

doi:10.1016/j.intman.2021.100830

Cited by 117 publications

(193 citation statements)

References 148 publications

(269 reference statements)

Supporting

Mentioning

177

Contrasting

Unclassified

Order By: Relevance

“…External social capital includes intra-industry and extra-industry relationships, which allow enterprises to acquire new and diversified knowledge from the external environment, thus providing a platform for knowledge sharing among companies (Ortiz et al, 2018). Enterprises seeking new ideas externally may engage with universities, research centers, and suppliers with necessary knowledge; this engagement will promote the combination of heterogeneous knowledge and cultivate the innovation ability of enterprises (Moran, 2005;Corral de Zubielqui et al, 2015;Singh et al, 2021). A firm's exposure to the external environment determines its ability to use external social capital to acquire knowledge (Simao and Franco, 2018).…”

Section: Innovation In Family Owned and Managed Firmsmentioning

confidence: 99%

Research and innovation and the role of competition in family owned and managed firms

Yin

Crowley

Doran

et al. 2022

IJEBR

View full text Add to dashboard Cite

PurposeThis paper examines the innovation behavior of family-owned firms versus non-family-owned firms. The role of internal family governance and the influence of external stimuli (competition) on innovation are also considered.Design/methodology/approachThe data of 20,995 family and non-family firms across 38 countries are derived from the World Bank Enterprise Survey during the period 2019–2020. Probit models are used to examine the impact of family ownership, family governance, and competition on innovation outcomes.FindingsFamily firms are more likely to make R&D investments, acquire external knowledge, engage in product innovation (including innovations that are new to the market) and process innovation, relative to non-family firms. However, a high propensity of family member involvement in top management positions can reduce innovation. Competition has a negative impact on innovation outcomes for both family and non-family firms, but it has a positive moderating effect on the innovation activities of family firms where a higher level of family member involvement in management is present.Originality/valueThis paper provides novel insights into family firm innovation dynamics by identifying family firms as more innovative than non-family firms for all types of indicators, debunking the idea that family firms are conservative, reluctant to change, and averse to the risks in innovation activities. However, too much family involvement in decision making may stifle some innovation activities in family firms, except in cases where the operating environment is highly competitive; this provides new insights into the ownership-management dynamic of family firms.

show abstract

Section: Innovation In Family Owned and Managed Firmsmentioning

confidence: 99%

Research and innovation and the role of competition in family owned and managed firms

Yin

Crowley

Doran

et al. 2022

IJEBR

View full text Add to dashboard Cite

show abstract

“…Knowledge sharing helps employees to develop distributed expertise, form shared and accurate common cognition, and thus enhance individual’s full understanding of others’ behavior, intention, and cognition ( Bock et al, 2005 ; Navimipour and Charband, 2016 ). Knowledge sharing can also increase the familiarity and trust among employees, increase the frequency of communication and interaction, and more accurately understand the mental models of other employees, thus making it easier to form implicit coordination ( Klimoski and Mohammed, 1994 ; Stenius et al, 2017 ; Singh et al, 2021 ).…”

Section: Theoretical Basis and Research Hypothesismentioning

confidence: 99%

Status Competition and Implicit Coordination: Based on the Role of Knowledge Sharing and Psychological Safety

et al. 2022

View full text Add to dashboard Cite

Implicit coordination is an important research topic in the field of social cognition. Previous studies have studied implicit coordination behavior from the perspective of team mental model but ignored the internal mechanism of individual status competition motivation on implicit coordination behavior. Based on the differences of status competition motivation, the individual status competition motivation is divided into prestige-type and dominant-type. With knowledge sharing as the mediating variable and psychological safety as the moderating variable, this research constructed a process model of the influence of status competition motivation on implicit coordination behavior. The empirical study was carried out with a sample of 367 employees of 44 enterprises. The research results show the following findings: (1) Status competition has a differentiated impact on implicit coordination. Prestige-type status competition has a significant positive impact on implicit coordination behavior, while dominant-type status competition has a significant negative impact on implicit coordination behavior. (2) Knowledge sharing plays a mediating role between status competition (prestige-type status competition and dominant-type status competition) and implicit coordination. (3) Psychological safety positively moderates the relationship between prestige-type status competition, dominant-type status competition, and knowledge sharing. The research results provide a new perspective for the field of implicit coordination; reveal the mechanism of status competition motivation in implicit coordination, which is of great significance to the practice of enterprise team management and human resource management.

show abstract

“…For example, many enterprises have realized the importance of knowledge sharing and promoted it by strengthening the knowledge management system and using the information technology, but employes usually do not think the organization owns their “intellectual property rights” and the organization cannot force them to transfer their knowledge to other members. As a result, employes can freely choose to keep or hide their knowledge according to their actual needs, thus causing negative knowledge management activities within the organization, which is not conducive to the spread of knowledge ( Singh et al, 2021 ). Therefore, how to stimulate the positive knowledge activities of the organization members and inhibit the negative knowledge activities, has increasingly become the focus of knowledge management theory and practice ( Zhang and Sun, 2014 ).…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, how to stimulate the positive knowledge activities of the organization members and inhibit the negative knowledge activities, has increasingly become the focus of knowledge management theory and practice ( Zhang and Sun, 2014 ). Unfortunately, the existing researches focus more on knowledge sharing ( Ali et al, 2020 ; Singh et al, 2021 ), knowledge creation ( Pao et al, 2020 ), and other positive knowledge activities ( Wang et al, 2018 ) within certain organizations, while the researches on knowledge hiding ( Chatterjee et al, 2021 ), knowledge misappropriation ( Colombo and Piva, 2018 ) and other negative knowledge activities ( Khalid et al, 2020 ) are still in its infancy. Among them, the phenomenon of knowledge hiding widely exists in various organizations ( Bari et al, 2020 ) and often has adverse effects on organizational performance ( Connelly et al, 2012 ), so it needs to be studied urgently.…”

Section: Introductionmentioning

confidence: 99%

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Rong

Liu

2021

Front. Psychol.

View full text Add to dashboard Cite

Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

show abstract

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Cited by 117 publications

References 148 publications

Research and innovation and the role of competition in family owned and managed firms

Research and innovation and the role of competition in family owned and managed firms

Status Competition and Implicit Coordination: Based on the Role of Knowledge Sharing and Psychological Safety

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Contact Info

Product

Resources

About