Search results

The research on sustainable business model innovation (SBMI) has seen a surge over the years. However, despite the surge, the literature on the antecedents of SBMI is still at a budding stage. Therefore, the purpose of this paper is to expand the literature on SBMI by investigating the influence of managerial ties on SBMI.

Data were collected from 200 SMEs in Saudi Arabia to test the conceptual model, which was analysed using structural equation modelling.

The findings highlighted the significance of managerial ties in promoting SBMI. Furthermore, the findings highlighted that managerial ties might not optimally result in SBMI uncles channelized through absorptive capacity. However, the findings could not confirm the moderating role of strategic flexibility.

The findings from this study have implications for SME owners, recommending that these firms develop managerial ties and absorptive capacities to realize the benefits of SBMI.

To the best of the authors’ knowledge, this study is one of the first to highlight the significance of managerial ties in promoting SBMI from an emerging market perspective.

Despite the growing literature on business model innovation (BMI) and its implications for firm performance, the research on the antecedents of BMI is still at a budding stage. Therefore, the purpose of this paper is to bridge this gap by examining the causal relationships between knowledge management, BMI, competitive advantage, and firm performance.

A purposive sample of 300 micro, small, and medium enterprises was collected with more than 500 employees and total revenue between 50 and 500 million Indian Rupees, according to the Development Act, 2005. The collected data were analyzed using structural equation modeling through smart PLS 3.

The study’s findings show that knowledge management significantly influences BMI. This study also highlights the synergic impact of Knowledge management and BMI on firm performance. Furthermore, findings highlight the mediating role of competitive advantage in the relationship between knowledge management, BMI, and firm performance.

Understanding the impact of BMI and knowledge management is crucial for business owners, managers, and other stakeholders to plan for the continuous improvement of their businesses. Managers can secure a favorable position in the competitive market and improve organizational performance by paying attention to effectively managing their knowledge resources.

The study is one of the first few empirical efforts to investigate the causal relationships between knowledge management, BMI and firm performance. The study adds to the scant literature in this area by highlighting the mediating role of competitive advantage.

The research on corporate social responsibility (CSR) and firm performance (FP) has seen a surge over the years. However, the role of corporate reputation (CR), advertising strategy and market competition is still unclear. The purpose of this study is to consider this gap and test an integrative model of CSR-FP, in the context of India.

The data for CSR expenditure were collected from the annual reports of the selected companies. CR was captured using the ranks of Fortune India 500, Business Standard 1,000 and Economic Times 500. The financial data were collected from CMIE (Prowess) database.

Results of structural equation modeling (SEM) revealed a significant relationship between CSR expenditure of the firm and its reputation; but no relationship between CR and performance. When CR increases, the performance of a firm may not improve. Competitive intensity (CI) had no statistically significant role in the CR-FP relationship for performance. Results suggest that reputed firms perform well despite high competition within an industry. High reputation is effective in improving performance irrespective of competition. CI has a positive impact in the reputation–performance linkage. Advertising intensity (AI) played a significant moderating role in the CSR intensity and CR relationship.

This research represents an added value for the literature on CSR by highlighting the importance of CR, advertising strategy and market competition in the relationship between CSR and FP. The findings have several implications for theory and practice, which have been discussed in the study.

This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.

The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.

This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.

Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.

Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.