M. Isabel González-Ramos, Mario J. Donate and Fátima Guadamillas
This paper aims to analyze unexplored connections between economic, environmental and social dimensions of corporate social responsibility (CSR) and knowledge management (KM…
Abstract
Purpose
This paper aims to analyze unexplored connections between economic, environmental and social dimensions of corporate social responsibility (CSR) and knowledge management (KM) strategies (exploration, exploitation), also considering environmental dynamism as an influencing variable on these connections. The predicted CSR-KM interplay suggests, from stakeholder and knowledge-based views of the firm, the existence of ideal configurations between CSR and KM strategies that generate differentiated impacts on companies’ innovation capabilities, especially in dynamic environments.
Design/methodology/approach
Structural equation modeling by means of the partial least squares technique was used to test the study’s hypotheses after collecting survey data from Spanish companies of the renewable energy sector.
Findings
The study findings show that in highly dynamic environments, companies will tend to commit prominently in CSR, although their orientation (economic, environmental, social) and effects on innovation capabilities will depend mainly on the selected KM strategies. Social and environmental CSR are found to be highly related to KM exploration, whereas economic CSR is highly related to KM exploitation. Nevertheless, while a significant indirect effect of economic CSR by means of the KM exploitation strategy on innovation capabilities is found, the proposed indirect effect of both environmental and social CSR through the KM exploration strategy on innovation capabilities is not significant.
Practical implications
The results suggest that company managers should be aware of the advantages of following specific paths of investment in KM and CSR initiatives in highly dynamic environments, as there is a potential payoff in terms of innovation capability improvement. The results also suggest that “good” relationships with stakeholders, built from specific CSR investments, make firms able to get valuable knowledge that it is useful to develop KM strategies for innovation capability development.
Originality/value
Previous studies do not consider the interplay between KM strategies and CSR as a catalyzer for developing a firm’s innovation capabilities. This paper contributes to the KM and innovation literatures by introducing CSR into the conversation about how to improve innovation capabilities in dynamic and sustainable industries by using configurations of KM strategies and specific CSR investments in economic, social and environmental areas.
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Mario J. Donate, Fátima Guadamillas and Miguel González-Mohíno
This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to…
Abstract
Purpose
This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.
Design/methodology/approach
Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.
Findings
The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.
Practical implications
This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.
Originality/value
The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.
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Beatriz Ortiz, Mario J. Donate and Fátima Guadamillas
This paper concentrates on the antecedents of external knowledge acquisition of companies based on their inter-organizational relationships. Specifically, it considers social…
Abstract
Purpose
This paper concentrates on the antecedents of external knowledge acquisition of companies based on their inter-organizational relationships. Specifically, it considers social capital (i.e., the result of a firm’s inter-organizational relationships) as an essential precursor of knowledge identification capabilities and deliberated knowledge acquisition strategies. This study aims to propose that cognitive and relational dimensions of a firm’s inter-organizational social capital are mediating factors of the relationship between structural social capital and knowledge identification capabilities and the relationship between structural social capital and the deliberated acquisition of external knowledge, respectively. The relationship between knowledge identification capability and external knowledge acquisition is also analyzed.
Design/methodology/approach
This is a cross-sectional quantitative study with a sample of 87 firms from Spanish biotechnology and pharmaceutical industries. From an extensive literature review, we developed three hypotheses that were tested using the partial least squares technique and structural equations model.
Findings
The results only support a mediating effect of cognitive social capital in the relationship between structural social capital and knowledge identification capability and a partial mediation effect of relational social capital in the relationship between structural social capital and knowledge acquisition. In addition, the findings show that firms with more advanced abilities to identify and assess the value of external knowledge will be likely to develop optimal deliberated strategies to acquire effectively such knowledge from its network partners.
Research limitations/implications
The limitations of this study are small sample size and the cross-sectional nature of the study. The study also focuses on only two specific and innovative industries.
Practical implications
Managers should understand that “good” management of inter-organizational social capital allows the firm to develop dynamic capabilities for the identification and acquisition of valuable knowledge. The results of the study show that managers should concentrate on building knowledge identification capabilities and should also be aware of the possibilities that social capital can provide to a firm to formulate and implement effective strategies for external knowledge acquisition.
Originality/value
To date, there are relatively few studies focussing on knowledge identification capability and its relationships with the dimensions of a company’s social capital as enablers of external knowledge acquisition. For managers, the identification of valuable knowledge by using inter-organizational relationships and networks is an essential issue, especially in innovative industries characterized by continuous change. Theoretically, this research highlights that social capital contributes to the development of dynamic capabilities, allowing the firm to sense and seize business opportunities based on external knowledge acquisition to achieve competitive advantages.
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Beatriz Ortiz, Mario J. Donate and Fátima Guadamillas
The purpose of this paper is to analyze the mediating effect of the identification of valuable external knowledge on the relationship between the development of…
Abstract
Purpose
The purpose of this paper is to analyze the mediating effect of the identification of valuable external knowledge on the relationship between the development of inter-organizational ties (structural social capital) and the acquisition of external knowledge.
Design/methodology/approach
Using a sample of 87 firms from Spanish biotechnology and pharmaceutics industries, the authors have tested the proposed mediation hypothesis by applying the partial least squares technique to a structural equations model.
Findings
The study results show that those firms with stronger, more frequent and closer inter-relationships are able to increase the amount of intentionally acquired knowledge, partly due to the greater level of development of their knowledge identification capability. Thus, firms with a higher capability to recognize the value of the knowledge embedded in their inter-organizational networks will be more likely to design better strategies to acquire and integrate such knowledge into their current knowledge bases for either present or future use.
Originality/value
This research contributes to knowledge management and social capital literature by means of the study of two key determinants of knowledge acquisition – structural social capital and knowledge identification capability – and the explanation of their relationships of mutual influence. The paper thus tries to fill this literature gap and connects the relational perspective of social capital with the knowledge-based view from a strategic point of view.
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M. Isabel González-Ramos, Fátima Guadamillas, Beatriz Ortiz and Mario J. Donate
This paper aims to analyse the influence of contextual factors, such as educational, relational and structural support, on psychological dimensions of entrepreneurship �…
Abstract
Purpose
This paper aims to analyse the influence of contextual factors, such as educational, relational and structural support, on psychological dimensions of entrepreneurship – self-confidence and risk-taking propensity – , and their impact on Entrepreneurial Intention (EI). Further, a gender comparison is conducted on an international sample and analyses the moderating effect of family antecedents (an entrepreneurial parent) on the relationship between relational support and self-confidence and risk-taking propensity.
Design/methodology/approach
We test the research hypotheses using a validated questionnaire in an international context through a survey submitted to 406 professionals from Spain, China and Latin-American countries, who had received entrepreneurial education and completed their studies at least two years beforehand.
Findings
The results show significant gender differences in self-confidence and risk-taking propensity, particularly when the antecedents are educational and structural support to start a business, and we also find differences when we consider an entrepreneurial family member (father, mother) as a moderator in the relationship between relational support and self-confidence, and risk-taking propensity.
Practical implications
The findings shed new light on the overall picture regarding factors contributing to EI and provide valuable implications for the design of entrepreneurship education measures and policies to promote entrepreneurship in a global context.
Originality/value
As a novelty, this paper considers an international sample of professionals, including personal and psychological aspects as potential determinants of EI (in addition to traditional contextual factors), and also an analysis of the effects of entrepreneurial family members on the relational aspects of entrepreneurship that can affect psychological aspects of potential entrepreneurs. It also includes a gender comparison for the hypothesized model.
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Mario Javier Donate and Fátima Guadamillas
The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and…
Abstract
Purpose
The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and exploitation practices and innovation via an empirical study.
Design/methodology/approach
From the knowledge‐based view of the firm, six hypotheses were established and statistically tested in a sample of 111 Spanish companies belonging to innovative industries. Survey methodology was used with the aim of gathering data regarding knowledge management (KM) practices and certain, related organizational aspects in firms.
Findings
This paper provides evidence of a moderating effect of knowledge‐centered culture, knowledge‐oriented leadership and knowledge‐centered HR practices in the relationship between knowledge exploration and exploitation practices and innovation outcomes of companies. In line with previous literature, it is suggested that although KM practices are important on their own for innovation purposes, when certain enablers – organizational factors to overcome human barriers to KM – are properly established, the innovation capacity of the firm can be more successfully exploited.
Research limitations/implications
The research is limited to high rate innovation industries. Future studies will include other industries and a more diverse sample of firms.
Practical implications
The results of this study suggest that managers should place attention on knowledge exploration and exploitation practices along with several organizational enablers in order to achieve high levels of innovation results for the company.
Originality/value
This paper provides new empirical evidence on the relationships between KM, organizational elements such as culture, leadership, HR practices, and innovation in a large sample of firms. To date, the empirical research of these relations has been mainly limited to descriptive case studies and there is thus a lack of empirical evidence with large samples of firms.
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Fátima Guadamillas‐Gómez and Mario J. Donate‐Manzanares
The main purpose of this paper is to offer an analysis of how firms could integrate ethical values and corporate social responsibility (CSR) initiatives into its corporate and…
Abstract
Purpose
The main purpose of this paper is to offer an analysis of how firms could integrate ethical values and corporate social responsibility (CSR) initiatives into its corporate and business strategies, especially in relation to its knowledge management (KM) strategy, technological innovation and human development.
Design/methodology/approach
A model for the “strategization” of ethics and CSR – i.e. their integration into a firm's strategies – is put forward in this paper. In addition, this model is evaluated through a case study of a Spanish innovative company, Indra. Data were generated based on interviews with various managers involved in the development of CSR, KM and corporate strategies.
Findings
The paper provides evidence of the efforts this company is making in order to connect CSR initiatives with competitive advantage through the development of intangible assets such as human capital and innovation capacity, for which KM is an essential tool.
Research limitations/implications
The case study is limited to one company in order to go deeper into the “strategization” of CSR process. Future studies will focus on a larger and more diverse sample of firms.
Practical implications
Important factors of influence, which have been observed in this process, have been extracted from the case study, such as the necessity of promoting the company's ethical principles through its corporate culture, the human resources practices which encourage the access to and the transfer of knowledge, and relationships with its stakeholders that allow the creation of knowledge, innovation and human development.
Originality/value
The paper provides a model of integration of ethics and CSR into the company's strategy through four stages: establishment of CSR vision, diagnosis of CSR problems, development plan of CSR development, and communication. This model can provide a roadmap for managers in other firms in order to formulate and implement a CSR plan in accordance with the company's strategies and mission.
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The aim is to present a practical implementation of corporate social responsibility (CSR) in a large Spanish IT systems developer, and to link it to competitive advantage in firms…
Abstract
Purpose
The aim is to present a practical implementation of corporate social responsibility (CSR) in a large Spanish IT systems developer, and to link it to competitive advantage in firms based on innovation.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and recommendation.
Findings
Innovative and competitive high‐tech firms cannot ignore their human capital, but how many examples are there of companies doing just that, and suffering as a result? This case study of a high‐tech firm shows how to develop a corporate strategy that includes exploiting the human capital legitimately via CSR and ethics.
Practical implications
CSR has a major role in firms that want to boost their innovative relevance to customers and potential customers, through involvement of stakeholders in an integrated vision.
Social implications
Business is not just about sustainable profitability: it is about shared responsibility between stakeholders and boosting the value of intangible human capital.
Originality/value
A unique model of CSR integrating it with intangible resources is developed so as to assess performance and develop future strategy. This could trigger similar corporate strategies in many other ambitious firms.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
According to an oft cited old adage, two heads are better than one. Similar sentiments are expressed by another claiming that many hands make light work. To countless inhabitants of the business world, such beliefs will seem highly appropriate. With competition growing ever fiercer, organizations must possess the means to innovate constantly in order to remain ahead of the pack. Innovation demands a workforce containing a sufficient number of talented and creative employees that possess critical knowledge and an ability to generate breakthrough ideas and transform them into positive outcomes. The more of these key workers, the better is a cry likely to reverberate around most boardrooms.
Practical implications
Firms should develop value systems that encourage collaboration and information transfer. Effective repositories for storing information also need to be in place. Creation of appropriate systems can help facilitate connection and information exchange with other organizations in the region and beyond.
Social implications
The paper provides strategic insights and practical thinking that can have a broader social impact.
Originality/value
This briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
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Paul Levy, Joe Morecroft and Mona Rashidirad
Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant…
Abstract
Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant strategic change. The company is attempting to move from being a tradition managed service provider of information services towards becoming a significant influencer in the market for digital services in the UK. As part of a knowledge transfer partnership (KTP), a local UK University has been closely involved in developing this new strategic direction and it is well poised to present and analyse the story. From the use of tried and tested strategic tools, including Porter's generic strategies and segmentation and targeting, the company has also embraced digital-specific approaches for developing partnerships with clients, developing pilot projects and experimenting with its use of social media. At the heart of this research is an analysis of the move from push marketing towards models of attraction. This paper aims to explore how traditional strategic tools are still applicable in the digital era alongside new tactical approaches in the digital sector. This aim has led to an approach to business that is responsible, in terms of moving away from a traditional push-selling model to one of partnership with customers at a strategic level. Strategy in dynamic markets often highlights responsiveness as a key success factor. The ability to respond (a response-ability) requires more agile companies. As SweetStar Cloud has developed its strategy, it has focused in achieving this more effective ability to respond through a more collaborative approach. In this sense, agile response-ability converges with business responsibility, as new abilities in communication, cooperation and trust development become key.