When and how knowledge sharing benefits team creativity: The importance of cognitive team diversity

2017 ◽  
Vol 25 (6) ◽  
pp. 807-824 ◽  
Author(s):  
Chenghao Men ◽  
Patrick S W Fong ◽  
Jinlian Luo ◽  
Jing Zhong ◽  
Weiwei Huo
Keyword(s):  
Knowledge Sharing ◽  
Absorptive Capacity ◽  
Knowledge Integration ◽  
Knowledge Worker ◽  
Team Creativity ◽  
Team Diversity ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractIn this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

How Paradoxical Leadership Affects Ambidextrous Innovation: The Role of Knowledge Sharing

2019 ◽  
Vol 47 (4) ◽  
pp. 1-15 ◽  
Author(s):  
Lin Yi ◽  
Hongyi Mao ◽  
Zongjun Wang
Keyword(s):  
Knowledge Sharing ◽  
Absorptive Capacity ◽  
High Technology ◽  
Competitive Environment ◽  
Organizational Inertia ◽  
Innovation Knowledge ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

In an increasingly dynamic and complex competitive environment, leaders are likely to face contradictory demands and ambidextrous innovation. From the perspectives of absorptive capacity and organizational inertia, we examined the relationship between paradoxical leadership and ambidextrous innovation, and the moderating role of knowledge sharing in this relationship. Participants were 306 senior or intermediate executives with innovative experience from high-technology companies in China. Results of our empirical analysis showed that paradoxical leadership was positively related to both exploratory and exploitative innovation. Knowledge sharing positively moderated both these relationships, such that, when knowledge sharing was high, stronger paradoxical leadership was correlated with more ambidextrous innovation. Theoretical and practical implications are discussed.

Knowledge hiding and team creativity: the contingent role of task interdependence

2018 ◽  
Vol 56 (2) ◽  
pp. 329-343 ◽  
Author(s):  
Patrick S.W. Fong ◽  
Chenghao Men ◽  
Jinlian Luo ◽  
Ruiqian Jia
Keyword(s):  
Organizational Performance ◽  
Absorptive Capacity ◽  
Negative Relationship ◽  
Knowledge Worker ◽  
Task Interdependence ◽  
Team Creativity ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Relationship

Purpose Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity. Design/methodology/approach The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China. Findings Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence. Practical implications Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence. Originality/value This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Interorganizational learning, green knowledge integration capability and green innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rixiao Cui ◽  
Juanru Wang ◽  
Yajiong Xue ◽  
Huigang Liang
Keyword(s):  
Organizational Learning ◽  
Absorptive Capacity ◽  
Knowledge Integration ◽  
Green Innovation ◽  
Interorganizational Learning ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship ◽  
Moderating Role

PurposeAlthough interorganizational learning has attracted substantial attention, research about its effects on green innovation is still rare. Combining theories of organizational learning and absorptive capacity, this study explores the relationships among interorganizational learning, green knowledge integration capability (GKIC) and green innovation (GI), and analyzes the moderating role of green absorptive capacity (GAC). Based on resource-based and ambidexterity theories, this study focuses on vertical exploitative (VEL) and lateral explorative learning (LEL). This study expands the research of GI by proposing two different interorganizational learning mechanisms and uncovering the intricate relationship between them and GI.Design/methodology/approachBased on a sample of 203 Chinese manufacturing firms, the authors used a hierarchical regression analysis and bootstrap method to test the theoretical framework and research hypotheses of this paper.FindingsResults show that VEL and LEL have positive effects on GI. GKIC partially mediates the relationship between VEL and GI and completely mediates the relationship between LEL and GI. Moreover, GAC plays a moderating role between LEL and GKIC and moderates the effect of LEL on GI via GKIC, such that the effect is stronger when GAC increases. However, it does not moderate the relationship between VEL and GKIC.Originality/valueFirst, founded on resource-based and ambidexterity theories, this study considers two dimensions of interorganizational learning, VEL and LEL. Second, by testing the mediating role of GKIC, the authors provide a theoretical lens to understand the relationship between interorganizational learning and GI. Third, by examining boundary conditions of GAC, the authors enrich organizational learning and absorptive capacity theory in the context of green development.

scholarly journals EFFECT OF HR DIVERSITY MANAGEMENT PRACTICES ON EMPLOYEE KNOWLEDGE SHARING: EXAMINING THE MEDIATING ROLE OF TRUST ON LEADERSHIP AND MODERATING ROLE OF COOPERATIVE NORMS

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Irfan Raza ◽  
Keyword(s):  
Knowledge Sharing ◽  
Management Practices ◽  
Sampling Technique ◽  
Diversity Management ◽  
Mediating Role ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

Purpose:This study was aimed at exploring the effect of HR diversity management practices on employees’ knowledge sharing with mediating role of trust on leadership and moderating role of cooperative norms. Methodology: Quantitative-method research design was conducted in the study and data was collected from 4 large organizations of Pakistan for analysis. Convenient sampling technique was applied and sample size for the study was 256. Thirty-six Likert-type questions were used to collect responses with á = 0.853. Findings: The results demonstrate that HR diversity management has a significant positive effect on employee knowledge sharing. The trust of leadership has a mediating role between HR diversity management and knowledge sharing. Findings also show that cooperative norms have a moderating role between HR diversity management and knowledge sharing; cooperative norms also moderate the relationship of trust on leadership and employee knowledge sharing. Practical Implications: There are significant academic and practical implications which are briefly described in the last part of the study.

Team Knowledge Diversity and Team Creativity: The Moderating Role of Status Inequality

2018 ◽  
Vol 46 (10) ◽  
pp. 1611-1622 ◽  
Author(s):  
Won-Woo Park ◽  
Joon Yeol Lew ◽  
Eun Kyung Lee
Keyword(s):  
Team Creativity ◽  
Team Members ◽  
Task Knowledge ◽  
Knowledge Diversity ◽  
Status Inequality ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship ◽  
Moderating Role

We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input–process–output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for creativity.

Impact of knowledge sharing and absorptive capacity on project performance: the moderating role of social processes

2018 ◽  
Vol 22 (2) ◽  
pp. 453-477 ◽  
Author(s):  
Imran Ali ◽  
Ata Ul Musawir ◽  
Murad Ali
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Absorptive Capacity ◽  
Project Performance ◽  
Social Processes ◽  
Content Type ◽  
Proposed Model ◽  
Knowledge Governance ◽  
Moderating Role

Purpose This study aims to propose an integrated model to examine the impact of knowledge governance, knowledge sharing and absorptive capacity (ACAP) on project performance in the context of project-based organizations (PBOs). This study also examines the moderating role of social processes on the relationships among these variables. Design/methodology/approach To test the proposed model, cross-sectional data were collected regarding projects from 133 PBOs in Pakistan’s information technology/software industry. The data were analyzed using the partial least squares – structural equation modeling (PLS-SEM) method and PRCOESS tool. Finally, this study also uses causal asymmetry analysis to check asymmetric relationship in the key constructs. Findings The results generally support the proposed model. Knowledge governance and knowledge sharing are important antecedents for improving the ACAP of the project, which in turn significantly improves project performance. Additionally, social processes positively moderate the relationship between knowledge sharing and ACAP, as well as between ACAP and project performance. Research limitations/implications The findings suggest that PBOs should invest in developing a knowledge governance system that guides and stimulates knowledge sharing within and between projects. This would boost the ACAP of projects and lead to superior project performance. Originality/value This study addresses the important issue of knowledge management in IT/software projects. It proposes a unique model that integrates the key constructs of knowledge management and describes their effect on project performance.

The moderating role of previous venture experience on breadth of learning and innovation and the impacts on SME performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kanhaiya K. Sinha ◽  
Chad Saunders ◽  
Simon Raby ◽  
Jim Dewald
Keyword(s):  
Design Methodology ◽  
Leadership Team ◽  
Higher Learning ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Innovation Activities ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

PurposeThe purpose of this paper is to investigate the moderating role of previous venture experience on the relationship between learning breadth and innovation breadth, defined as the range of innovation types within a firm, and the impacts on SME performance.Design/methodology/approachA theoretical model was developed, and hypotheses were tested using step-wise multivariate regressions on survey data from 509 North American SME respondents.FindingsThe results demonstrate that the previous venture experience of a firm's top management plays a key role in enhancing the innovation breadth for a given level of learning breadth. There is a curvilinear relationship between innovation breadth and learning breadth, and increases in innovation breadth lead to increases in firm performance.Practical implicationsThe results indicate that organizations seeking higher performance returns by expanding their breadth of innovations need parallel attention on higher learning breadth in order to adequately capture the value from this broader set of innovations.Originality/valueThe paper contextualizes learning and innovation in the SMEs and argues that the consideration of diversity (breadth) of learning and innovation can help us understand their performance implications across industries. It also extends the effect of previous venture experience (PVE) of the leadership team in explaining performance. Beyond their ability to address external factors, PVE has a moderating effect on the relationship between learning and innovation breadth across the organization. Previous venture experience serves as both a guide and catalyst for investments in learning activities that lead to a broader range of innovation activities across the firm.

Knowledge-Oriented Leadership, Team Cohesion, and Project Success: A Conditional Mechanism

2022 ◽  
pp. 875697282110631
Author(s):  
Shahida Mariam ◽  
Kausar Fiaz Khawaja ◽  
Muhammad Nawaz Qaisar ◽  
Farooq Ahmad
Keyword(s):  
Project Success ◽  
Positive Association ◽  
Leadership Team ◽  
Team Cohesion ◽  
Project Complexity ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

We examined the impact of knowledge-oriented leadership on project success via team cohesion and the moderating role of valuing people and project complexity on this relationship. We collected data from 121 project employees in Pakistan in a two-wave field survey at an interval of 15 days. The results showed a positive association between knowledge-oriented leadership and project success, and team cohesion partially mediated this relationship. Valuing people positively moderated the relationship between knowledge-oriented leadership and team cohesion. Project complexity had a negative but insignificant moderating effect on project success. The theoretical and practical implications of these findings are discussed.

Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dirk De Clercq ◽  
Tasneem Fatima
Keyword(s):  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Sense Of Obligation ◽  
Moderating Role ◽  
Practical Implications ◽  
Organizational Injustice

PurposeWith a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.Design/methodology/approachThe hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.FindingsThe experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.Practical implicationsFor practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.Originality/valueThis study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

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