The Synergetic Effect of Multinational Corporation Management's Social Cognitive Capability on Tacit-Knowledge Management: Product Innovation Ability Insights from Asia

Sheng, Margaret L.; Hartmann, Nathaniel N.; Chen, Qimei; Chen, Irene

doi:10.1509/jim.14.0094

Cited by 48 publications

(47 citation statements)

References 65 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…We propose this to be the reason for its significant but a weaker association with the innovation capability of an organization. Additionally, previous studies on knowledge sharing and innovation have identified tacit knowledge as the heart of innovation and competitiveness and often the primary source of innovation capability and performance of an organization (Cavusgil et al, 2003;Hartono & Sheng, 2016;Sheng, Hartmann, & Qimei, 2015;Von Krogh, Ichijo, & Nonaka, 2000), and the findings from the current study supported the findings of previous research endeavors.…”

Section: Discussing the Findingssupporting

confidence: 85%

Social capital, knowledge quality, knowledge sharing, and innovation capability: An empirical study of the Indian pharmaceutical sector

Ganguly

Talukdar

Chatterjee

2019

Knowl Process Manag

View full text Add to dashboard Cite

Management of technology and innovation is a topic that has been subjected to a lot of discussions by the academicians and practitioners alike. Furthermore, researchers have emphasized the importance of the role that knowledge management/knowledge sharing can play in promoting innovation in an organization. The purpose of this paper is to evaluate the role of social capital and knowledge sharing in achieving innovation capability of an organization. It also discusses the role that knowledge quality might play in fostering the innovation capability of an organization. The basic research model was developed based on an in-depth review of the extant literature and subsequently tested based on survey data collected from 97 senior executives across multiple pharmaceutical organizations in India. The findings of the partial least squares structural equation modeling indicated that knowledge quality and explicit and tacit knowledge sharing had a significant effect on innovation capability of pharmaceutical organizations in India. It further highlighted that although relational and cognitive social capital play a significant role in improving the quality of shared knowledge among the employees, structural social capital did not have a significant role to play.The findings of this study are expected to aid the pharmaceutical sector to understand the role that knowledge sharing might play in achieving its innovation capability and design knowledge management strategies accordingly.

show abstract

Section: Discussing the Findingssupporting

confidence: 85%

Social capital, knowledge quality, knowledge sharing, and innovation capability: An empirical study of the Indian pharmaceutical sector

Ganguly

Talukdar

Chatterjee

2019

Knowl Process Manag

View full text Add to dashboard Cite

show abstract

“…By engaging in repeated interactions in a variety of foreign markets, a firm enriches its organizational routines, programs, and structures and stores experiential knowledge (Eriksson et al 1997;Sheng et al 2015). This knowledge encompasses both understanding of how to engage in export operations (e.g., how to deal with export trade credits, insure shipments, deal with reverse-logistics, etc.)…”

Section: The Role Of Knowledgementioning

confidence: 99%

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

View full text Add to dashboard Cite

The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet, the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal-realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal-realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments, are better able to realize their intended strategic objectives and thereby enjoy superior performance.

show abstract

“…There are several types of knowledge sharing routines, such as joint training activities, mutual idea and intelligence sharing, and joint knowledge building. Knowledge sharing can augment relationship value by reasons of improved decision making; exchanging relevant information can lead channel partners to a full consideration of available alternatives and risks, and a better utilization of existing explicit and tacit knowledge (Sheng, Hartmann, Chen, and Chen 2015;Srivastava, Bartol, and Locke 2006). In addition, information sharing over time enables the development of transactive memory-knowledge of "who knows what" within a system (Argote, McEvily, and Reagans 2003)-which facilitates relationship coordination and learning (Lewis 2004;Selnes and Sallis 2003).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Relationship Value: Drivers and Outcomes in International Marketing Channels

Skarmeas

Zeriti

Baltas

2016

Journal of International Marketing

View full text Add to dashboard Cite

Collaborative business arrangements based on relationship marketing have become ubiquitous over the past decades. Yet research studies of relationship value in international marketing channels are scarce. Drawing on the relational view of competitive advantage, this study investigates the drivers of relationship value in exporter-importer relationships and its impact on customer loyalty. The study findings reveal that relationship-specific investments, knowledge sharing, complementary capabilities, and relational norms are powerful contributors of importer-perceived value in an overseas supplier relationship. Importantly, exporter cultural sensitivity weakens the negative effect of psychic distance on relationship value; when cultural sensitivity is low, psychic distance takes on greater importance in attenuating relationship value, whereas when cultural sensitivity is high psychic distance has no discernible effect. In addition, the results demonstrate that relationship value results in insensitivity to competitive offerings and future purchase expansion. Implications for international marketing theory and practice are discussed.Keywords: relationship value, relationship-specific investments, knowledge sharing, complementary capabilities, relational norms, psychic distance, cultural sensitivity 3 Relationship Value: Drivers and Outcomes in International Marketing ChannelsOver the past three decades, a large body of research has shown that the development of strong, collaborative business relationships with few selected partners can result in relational and performance outcomes such as trust, commitment, coordination, increased sales, cost reductions, and profit growth (e.g., Cannon and Homburg 2001;Morgan and Hunt 1994; Palmatier, Dant, Grewal, and Evans 2006). Yet, the business press reports that many companies are dissatisfied with the effectiveness of their working partnerships (The that the effectiveness of relationship marketing strategies may vary depending on the exchange partner and context. The authors conclude that even the holistic, higher-order construct of relationship quality that had the greatest impact on objective performance, fails to capture fully the effects of an interfirm relationship on performance and call for further research on the "missing" relationship attributes that can enhance understanding of the spectrum of performance-relevant aspects of relationship marketing (Palmatier et al. 2006). What could this relationship attribute be?Marketing theorists have long argued that value is what firms should create, deliver, and assess (e.g., Doyle 2000; Kotler and Keller 2011). Value typically refers to the trade-off between the benefits and sacrifices associated with an exchange relationship (e.g., Holbrook 1999;Zeithaml 1988). Firms do business with each other and develop close working relationships from a value-based perspective. Collaborating with a small number of suppliers can generate value for the customer through improvements in the core offering, within the 4 sourcing p...

show abstract

The Synergetic Effect of Multinational Corporation Management's Social Cognitive Capability on Tacit-Knowledge Management: Product Innovation Ability Insights from Asia

Cited by 48 publications

References 65 publications

Social capital, knowledge quality, knowledge sharing, and innovation capability: An empirical study of the Indian pharmaceutical sector

Social capital, knowledge quality, knowledge sharing, and innovation capability: An empirical study of the Indian pharmaceutical sector

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Relationship Value: Drivers and Outcomes in International Marketing Channels

Contact Info

Product

Resources

About