Search results

This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries.

This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden.

Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level.

The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.

The main aim of this research was to investigate whether and how digitalization affects sustainability and performance in wine tourism.

Based on the data emerging from the 2019 National Report on Wine Tourism from the National Association of “Wine Cities” in Italy (the most extreme case in the world of wine), three macro-agglomerates were investigated: digitalization, sustainability and performance, adopting descriptive and inferential statistics.

Although rigorous correlation between adopted digitalization and performed sustainability on one side and performed sustainability and market performance on the other cannot be verified for the 92 wineries under investigation, there is visible evidence that the more digitalized wineries are, the more sustainable they become and the better their performance. Evidence was not found to support the idea that the more sustainable wineries are, the more they are digitalized and the better their performance. Research implications and limitations to theoretical and practical application have been discussed.

Wine tourism, which is naturally associated with rural tourism, is a form of tourism in which sustainability has strong relevance, particularly considering the future needs/desires of post-pandemic tourists. At the same time, digitalization, especially in pandemic and post-pandemic tourism, is credited with developing a huge impact in this business, although wine tourism is most probably conceivable as a meta-market, with a strong cultural essence. In this respect, a digitalization > sustainability > performance approach seems practicable and globally profitable.

The existing literature has predominantly highlighted the positive role of creativity in conflict management. However, it is essential to recognize that creativity can also manifest negative aspects, particularly in conflicts involving asymmetric power relations. This study aims to investigate how employees’ creativity during conflicts with their leaders influences their conflict management strategies. By integrating approach-inhibition theory with the creativity literature, this paper proposes that creativity plays a dual role in conflict management. This paper hypothesizes that creativity can foster both collaborative and competitive strategies – both of which are active conflict responses – among employees facing conflicts with their leaders. Furthermore, this paper posits that a competitive organizational climate, which promotes active conflict responses, strengthens the relationship between creativity and conflict management strategies.

This research includes two studies: a three-wave time-lagged field study among supervised employees (N = 256) and a vignette experiment (N = 386).

This paper found a strong link between creativity and collaborative conflict management strategies. Additionally, there was a positive but less consistent relationship between creativity and competitive strategies. Notably, competitive organizational climate enhanced the relationship between creativity and employees’ competitive behaviors, although this effect varied across studies.

The study discusses theoretical and practical implications, emphasizing the importance of understanding the dual role of creativity in conflict management to leverage its positive aspects while mitigating potential adverse outcomes.

This research provides valuable insights into the dual (positive and negative) role of creativity in conflict management within organizational settings and the moderating influence of competitive organizational climates.