Knowledge spillover, knowledge management capabilities, and innovation among returnee entrepreneurial firms in emerging markets: Does entrepreneurial ecosystem matter?

Yi, Lingfeng; Upadhaya, Bedanand; Zhao, Sijia; Yin, Yishuai

doi:10.1016/j.jbusres.2021.03.024

Cited by 54 publications

(65 citation statements)

References 57 publications

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“…Recently, Yi et al (2021) investigated the linkage between KMCs and firms' ability to innovate products in critical times in emerging economies. Previously, Karltun et al (2020) summarized the empirical results to add value through quality improvement with the help of KMIC in health sector organizations.…”

Section: Knowledge Management Capabilitiesmentioning

confidence: 99%

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Imran

Fatima

Sarwar

et al. 2021

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PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

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Section: Knowledge Management Capabilitiesmentioning

confidence: 99%

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Imran

Fatima

Sarwar

et al. 2021

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“…The majority of explicit knowledge spillovers come from leasing new equipment or purchasing new products from competitors. Although those firms that adopt knowledge spillovers to create more advanced technologies by using new technologies to process and improve old technologies can avoid the risks of R&D and the entire consequences of R&D failures ( Yi et al, 2021 ). However, new technologies that can be easily obtained induce the appearance of firms’ dependence and the abandonment of risky innovation and R&D. Thus, this paper assumes that explicit knowledge spillovers have a nonlinear relationship with firms’ open innovation.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Previous studies have shown that firms can acquire knowledge resources spilled outward from other knowledge subjects in direct or indirect communication and interaction ( Yi et al, 2021 ). As a critical element of firm knowledge management, the relationship between knowledge spillover and innovation has received widespread attention from academics ( Bloom et al, 2013 ).…”

Section: Introductionmentioning

confidence: 99%

The moderating effect of psychological trust on knowledge spillovers and firms’ open innovation

et al. 2022

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Psychological trust is an important link in building interpersonal relationships and has a significant impact on the attitude and behavior of knowledge subjects. Based on the characteristics of knowledge attributes, this paper analyzed the data of 180 high-tech firms in China from 2014 to 2020 to deeply explore the effects of explicit knowledge spillover and tacit knowledge spillover on firms’ open innovation, and the moderating effect of psychological trust on the relationship between the two. It is found that: first, explicit knowledge spillover and tacit knowledge spillover have an inverted U-shaped relationship with firms’ open innovation, i.e., the effect of open innovation increases and then decreases as the degree of knowledge spillover increases; second, psychological trust positively moderates the non-linear relationship between knowledge spillover and firms’ open innovation. This paper provides a rational explanation of firms’ management behavior from a psychological perspective, and enriches and expands the research related to knowledge spillover, firms’ open innovation and psychological trust. It is suggested that firms should pay more attention to inter-organizational trust relationships and pay attention to the psychological growth and development of knowledge employees to improve open innovation in firms.

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“… Černe et al (2014) found that team competitive climate will affect team members’ cognition, attitudes, and behaviors in the workplace, thus changing the behavior of team knowledge hiding. Because the “loss” of knowledge is likely to weaken the individual’s competitive advantage in the team ( Yi et al, 2021 ), TMT members tend to show more mutual suspicions, mutual humiliations, and protections of the proprietary knowledge domains for their own interests in the fierce team competitive climate ( NG, 2017 ), which destroys the basis of the mutual trusts among team members and makes them be more willing to choose to hide their knowledge by evasion and concealment, pretending to be stupid and make reasonable concealment when they face the knowledge requests from others. In addition, the research of Kilduff et al (2016) found that the strong team competitive climate will stimulate the anxieties of TMT members about their internal positions in the team, team members who tend to compare themselves with their competitors and conduct more destructive and deceptive behaviors instead of helping others to maintain their competitive advantages.…”

Section: Theoretical Model and Hypotheses Developmentmentioning

confidence: 99%

“…For an organization, its competitive advantage increasingly depends on effective knowledge management and organizational learning, and the economic benefits of the existing knowledge elements can be brought into full play only when knowledge gets promoted to the smooth flow within the organization ( Mahdi et al, 2019 ). However, knowledge depends on the individuals in the organization, and the individuals’ knowledge activities are the key to the exertion of the knowledge utilities ( Yi et al, 2021 ). 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.…”

Section: Introductionmentioning

confidence: 99%

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

Rong

Liu

2021

Front. Psychol.

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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.

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Knowledge spillover, knowledge management capabilities, and innovation among returnee entrepreneurial firms in emerging markets: Does entrepreneurial ecosystem matter?

Cited by 54 publications

References 57 publications

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

The moderating effect of psychological trust on knowledge spillovers and firms’ open innovation

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

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