Social capital and innovativeness of social enterprises: opportunity-motivation-ability and knowledge creation as mediators

Weerakoon, Chamindika; McMurray, Adela; Rametse, N; Arenius, Pía

doi:10.1080/14778238.2019.1590138

Cited by 31 publications

(30 citation statements)

References 109 publications

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“…We posit that it is pertinent for organizations to consciously design and implement an explicit set of KHRM practices from the SCT perspective (Nahapiet and Ghoshal, 1998) to develop and strengthen innovation performance (Donate et al, 2016). Therefore, a firm's HRM practices should select employees based on their potential than current knowledge, skills, and experience (Lepak and Snell, 2002) for them to participate in learning unique knowledge necessary for the social capital of the organization (Subramaniam and Youndt, 2005;Weerakoon et al, 2019).…”

Section: Innovation Performancementioning

confidence: 99%

“…HRM practices grounded in the opportunity-motivation-ability philosophy facilitate employees' innovative behavior and overall innovativeness in the social enterprise (Weerakoon et al, 2019). This literature suggests to redefine and reposition traditional HRM into KHRM for enabling coworkers to engage in knowledge creation and sharing activities to support innovative behavior (Minbaeva, 2013) as KHMR enhances knowledge flows in the organization (Donate and de Pablo, 2015).…”

Section: Innovation Performancementioning

confidence: 99%

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

Singh

Mazzucchelli

Vessal³

et al. 2021

Journal of International Management

112

147

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Drawing upon resource-based theory (RBT) and social capital theory (SCT), this study examines how do multinational enterprises (MNEs) in the emerging markets (EMs) utilize strategic resources to drive innovation performance. We used a survey questionnaire to collect data from 352 supervisor-subordinate dyadic samples in the MNEs in the EMs. The data collected was analyzed using structural equation modeling (SEM) to examine the study's hypotheses. We found that knowledge-based HRM practices directly and indirectly through social capital influence knowledge sharing behaviors in the MNEs. Furthermore, the study's findings suggest that knowledge sharing mediates the influence of social capital on innovation performance. Moreover, this study empirically suggests how knowledge-based HRM practices through the mediating role of social capital and knowledge sharing on innovation performance. This study's essential contribution is to extend and enrich the RBT, SCT, HRM, knowledge, and innovation literature in the field.

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Section: Innovation Performancementioning

confidence: 99%

Section: Innovation Performancementioning

confidence: 99%

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

Singh

Mazzucchelli

Vessal³

et al. 2021

Journal of International Management

112

147

View full text Add to dashboard Cite

show abstract

“…People with high innovativeness, combined with the desire to solve social problems, are highly likely to become social entrepreneurs in the future (Gur-Erdogan et al, 2014; Ip et al, 2018; Mueller & Thomas, 2001). In addition, innovativeness is considered the core competence to solve social problems, and it is closely related to social entrepreneurship (Gur-Erdogan et al, 2014; Weerakoon et al, 2020). As a change agent, social entrepreneurs exploit innovation at the system level to bring about change in a social equilibrium (Partzsch & Ziegler, 2011).…”

Section: Theoretical Background Research Model and Hypothesesmentioning

confidence: 99%

Personality Traits and Social Entrepreneurial Intention: The Mediating Effect of Perceived Desirability and Perceived Feasibility

Tan

Pham

Bui

2020

The Journal of Entrepreneurship

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This study aimed to investigate the effect of personality traits on social entrepreneurial intention by extending Mair and Noboa’s (2006) model. Data were collected from a sample survey of 503 individuals. The four-step method suggested by Baron and Kenny (1986) was followed to test the mediational roles of perceived desirability and perceived feasibility in the relationship between six personality traits (need for achievement, risk-taking propensity, innovativeness, proactiveness, empathy and moral obligations) and social entrepreneurial intention. The results showed that the two mediators fully mediated the effects of proactiveness on social entrepreneurial intention, whereas both the mediators were found partially mediating the impact of moral obligation on social entrepreneurial intention. In addition, only perceived feasibility fully mediated the effects of innovativeness on social entrepreneurial intention and partially mediated the effects of empathy. These research results are expected to trigger a change in social entrepreneurship education by cultivating personality traits towards sustainable development. This study’s originality lies in its exploration of potential social entrepreneurs’ personality traits as a combination of general entrepreneurial and social entrepreneurial traits.

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“…Nahapiet and Ghoshal (1998) viewed social capital as the resource that individuals obtain from their relational networks. A higher level of social capital has been associated with a level of job satisfaction (L. V. Huang & Liu, 2017), emotional support (Kikuchi & Coleman, 2012), the effectiveness of workgroups (Oh et al, 2004), creation of intellectual capital and dissemination of knowledge within an organization (Nahapiet & Ghoshal, 1998), firm innovativeness (Weerakoon et al, 2020), and a low level of employeeexit rates (Jensen et al, 2019). However, Pillai et al (2017) suggested that there are possible negative effects of social capital such as dilution of the dialectical process and nonrational escalation of commitment.…”

Section: Social Capitalmentioning

confidence: 99%

The Effect of Social Capital on Tacit Knowledge-Sharing Intention: The Mediating Role of Employee Vigor

et al. 2020

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The role of social capital in predicting knowledge sharing has received considerable attention in research. However, very limited research has investigated the mechanisms mediating this relationship. To address this important gap in knowledge, the purpose of this study was to examine employee vigor as a psychological mechanism mediating the effect of social capital on tacit knowledge-sharing intention. Data collected from 209 employees in multiple industries in China were empirically tested by using structural equation modeling analysis. The results show that social capital positively affects emotional energy, which then positively influences the intention to share tacit knowledge. However, neither physical strength nor cognitive liveliness mediates the path through which social capital impacts tacit knowledge-sharing intention. Our research findings unpack the impact mechanism of social capital on tacit knowledge-sharing intention, and provide practical insights into how to use social capital to facilitate employees to share tacit knowledge in organizations.

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Social capital and innovativeness of social enterprises: opportunity-motivation-ability and knowledge creation as mediators

Cited by 31 publications

References 109 publications

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

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

Personality Traits and Social Entrepreneurial Intention: The Mediating Effect of Perceived Desirability and Perceived Feasibility

The Effect of Social Capital on Tacit Knowledge-Sharing Intention: The Mediating Role of Employee Vigor

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