Organizational networks and the process of corporate entrepreneurship: how the motivation, opportunity, and ability to act affect firm knowledge, learning, and innovation

Turner, Tobin; Pennington, W. Wesley

doi:10.1007/s11187-015-9638-0

Cited by 111 publications

(111 citation statements)

References 62 publications

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“…This finding suggests that the companies, which plan to enhance its performance by building competitive advantage, need to start building their learning first. Indeed, the direct influence of the organizational learning can be seen on the organizational innovation capabilities that will lead to better performance (Turner and Pennington, 2015). Therefore, organizational learning is described as a successful management instrument applied to gain sustainable competitive advantage (Calantone et al, 2002;Fraj et al, 2015;Simons, 1990).…”

Section: Discussionmentioning

confidence: 99%

Management control system, organizational learning, and firm’s performance: An empirical study from developing economy

Shurafa¹,

Mohamed

2016

Int. j. adv. appl. sci

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Even though it is widely accepted that effective design of management control system (MCS) has the ability to stimulate organizational learning, which ultimately will enhance the organizational performance, empirical research analysis on such relationship in the context of the developing economy, in comparison to the existing literature of the developed economy, is still scarce. In particular, the influence of each of levers of control (LOC) components (belief, boundary, diagnostic, and interactive control) on the organizational learning still lacking with conflicting results. Based on a survey of 129 top managers of the Palestinian listed firms, we examine how different MCS have different influence on organizational learning and how organizational learning ultimately influences the organizational performance. The evidence suggests that neither beliefs system, nor the boundary system facilitates learning. In addition, an interactive control system also has no significant influence on organizational learning, which unlike the case of the developed economy. By contrast, diagnostic control system is the only control system that has significance influence on organizational learning. In addition, the result indicates that organizational learning has a positive influence on firm's performance. This paper contributes to stream of literature from the perspective of the developing economy and provide suggestions for potential directions of future MCS research in the context of the devolving economy.

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Section: Discussionmentioning

confidence: 99%

Management control system, organizational learning, and firm’s performance: An empirical study from developing economy

Shurafa¹,

Mohamed

2016

Int. j. adv. appl. sci

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“…Hierarchy organizational culture adopts formal mechanisms (Turner & Pennington, 2015). Opportunity to engage in knowledge sharing activities is thus influenced by structural factors including managerial support; organizational culture and design (Foss et al, 2010;Turner & Pennington, 2015).…”

Section: Knowledge Sharing Opportunity As a Mediatormentioning

confidence: 99%

“…Opportunity to engage in knowledge sharing activities is thus influenced by structural factors including managerial support; organizational culture and design (Foss et al, 2010;Turner & Pennington, 2015). Studies have examined conducive organizational environment facilitates employee's creativity; they are encouraged to take risks, and are allowed to exchange information openly, more likely behaviors would be examined among them (Gilson & Shalley, 2004).…”

Section: Knowledge Sharing Opportunity As a Mediatormentioning

confidence: 99%

Organizational Culture and Knowledge Sharing Behavior: Examining Serial Mechanisms

Abbasi

Dastgeer

2018

SIJMB

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This study aims to examine how hierarchy organizational culture affects the knowledge sharing behavior of teachers in higher education institutions and universities and its mediated link through formal knowledge governance mechanism and knowledge sharing opportunity. A sample of 269 teachers was drawn from university teachers in Pakistan and structural equation modeling is used to test the hypotheses. The results of this study suggest that first, hierarchy organizational culture is positively associated with knowledge sharing behavior of teachers. Second, formal knowledge governance mechanism fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Third, knowledge sharing opportunity fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Finally, the relationship between hierarchy organizational culture and knowledge sharing behavior is sequentially and fully mediated by formal knowledge governance mechanism and knowledge sharing opportunity. Theoretical and managerial implications are discussed followed by limitations of the study along with suggestions for future research.

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“…Franchising literature so far has paid very little attention to knowledge sharing among franchisee peers. Only the studies of Darr et al (1995), Darr and Kurtzberg (2000) and Turner and Pennington (2015) have explicitly focused on knowledge transfer among franchisees within franchise systems. Darr et al (1995) found that operational knowledge is mostly shared between units owned by the same franchisee and less likely to be shared among units owned by different franchisees, whereas Darr and Kurtzberg (2000) found that strategic similarity of franchisees facilitates knowledge transfer among them.…”

Section: Franchisee Networking and Entrepreneurial Performancementioning

confidence: 99%

“…Darr et al (1995) found that operational knowledge is mostly shared between units owned by the same franchisee and less likely to be shared among units owned by different franchisees, whereas Darr and Kurtzberg (2000) found that strategic similarity of franchisees facilitates knowledge transfer among them. More recently, Turner and Pennington (2015) studied antecedents of franchisees' inclination to share knowledge. However, the effects of knowledge sharing on franchisee unit performance have remained unclear.…”

Section: Franchisee Networking and Entrepreneurial Performancementioning

confidence: 99%

Entrepreneurial networking: a blessing or a curse? Differential effects for low, medium and high performing franchisees

2017

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Recent studies have called for a better understanding of the link between networking and entrepreneurial performance. We provide such understanding in three ways: by focusing on a specific entrepreneurial context (franchise systems), by developing a multifaceted theoretical framework and by highlighting a contingency that may affect the networkingperformance link. We combine knowledge and learning perspectives with a networking perspective to develop and test a multi-faceted framework on the effects of franchisee networking with peers within a franchise system ('peer networking') on franchisee unit performance. In particular, we argue that the performance benefits that franchisees draw from networking with their peers vary between low, medium and high performing franchisees. We use ordinary least squares (OLS) and Quantile Regression analyses to test our hypotheses with empirical data from a Dutch franchise system. Our results confirm that structural, resource and relational facets of franchisee peer networking affect unit performance, and that they benefit and harm low, medium, and high performing franchisees differently.

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Organizational networks and the process of corporate entrepreneurship: how the motivation, opportunity, and ability to act affect firm knowledge, learning, and innovation

Cited by 111 publications

References 62 publications

Management control system, organizational learning, and firm’s performance: An empirical study from developing economy

Management control system, organizational learning, and firm’s performance: An empirical study from developing economy

Organizational Culture and Knowledge Sharing Behavior: Examining Serial Mechanisms

Entrepreneurial networking: a blessing or a curse? Differential effects for low, medium and high performing franchisees

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