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Based on the job-demands resources (JD-R) model and the self-determination theory (SDT), this paper aims to explore team empowerment (TEMP) as a mediating mechanism through which team climate (TC) marked by innovativeness, cohesion and trust and knowledge management (KM) in teams.

Using a convenience sampling method, data were gathered from 246 employees of Tunisian knowledge-intensive firms (KIFs) and involved within 69 R&D teams. The partial least square-structural equation modeling approach through SMART PLS 3.2 software was used to evaluate the constructs’ psychometric properties and hypotheses. The mediating effect in the model was evaluated through the non-parametric bootstrapping method.

Results highlight that TC marked by innovativeness, cohesion and trust represents a key team contextual antecedent promoting TEMP and KM in teams. In turn, TEMP, as a critical intrinsic task motivation factor, is revealed as a driver of KM practices. This research demonstrates that TEMP partially mediates the relationship between TC and KM in teams.

This study pioneers the examination of TEMP’s mediating role between a TC marked by innovativeness, trust and cohesion and KM. By applying insights from the JD-R model and SDT to team-level dynamics, it uniquely positions TEMP as an intrinsic motivational factor explaining the mechanism through which the contextual resources provided by a supportive TC promote KM practices. It provides practical insights for KIFs’ managers through highlighting how intrinsically motivated teams of knowledge workers, empowered by a cohesive, innovative and trust-based TC, can effectively navigate the challenges inherent in knowledge-intensive teamwork, leading to enhanced KM practices.

This study aims to develop a series of hypotheses that are tested based on a survey design methodology. Data collected from 281 knowledge workers operating in mid-level positions within knowledge-intensive firms (KIFs) operating in the information and communication technology (ICT) Tunisian sector was analysed through the partial-least square-structural equation modelling (method.

Drawing on the social identity and the social exchange theories, this study aims to examine the link between perceived corporate social responsibility (CSR) and knowledge sharing (KS) and the mediating effects of eudaimonic well-being (EWB) and hedonic well-being in this relationship.

Results indicate that perceived CSR among employees exerts a positive direct impact on KS, EWB and hedonic well-being. These two types of well-being are found to be key factors improving the willingness of employees to share their knowledge within the organization. Findings also revealed that EWB partially mediates the link between perceived CSR and KS.

This research pioneers the investigation of the mediating effects of eudaimonic and hedonic well-being between perceived CSR and KS that have never been examined. The results of this study provide practical insights for managers of KIFs regarding the CSR practices that may have a strong influence on employees’ hedonic and EWB and KS behaviour.

Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).

Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.

Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.

To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.

The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).

Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.

Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.

This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Drawing upon the job demands-resources (JD-R) model, this research examines the contribution of distributed leadership (DL) to ambidextrous innovation and the mediating roles of employees' eudaimonic well-being (EWB) and hedonic well-being (HWB) in this link. It also investigates the moderating effect of employees' age in the relationship between DL and EWB and HWB.

The author formulated a series of hypotheses that we tested based on a survey of 329 middle managers working in Tunisian ICT firms and through the partial least square-structural equation modelling method.

This research provides empirical evidence of the mediating effects of EWB and HWB between DL and ambidextrous innovation. The multi-group analysis performed shows that employees' age moderates the links between DL and EWB and HWB. These relationships are significant and positive for Generation X and Generation Y and not for Baby-Boomers.

Despite the importance of the DL style, this variable has been studied mainly within educational institutions. This research pioneers the investigation of the mediating effect of HWB and EWB between DL and ambidextrous innovation in the business context. A major implication is that, through a DL style, managers can nurture the well-being of employees of different ages and promote ambidextrous innovation.

The objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.

A quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.

Results highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.

On the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

The purpose of this paper is to explore the relationship between the customer-contact employees’ (CCE) empowerment and customer performance indicators, namely, perceived service quality (PSQ), customer satisfaction (CS), customer loyalty (CL) and word-of-mouth (WOM). The authors deepen the analysis by highlighting the mediating role of the dimensions of the customer relationship management (CRM) effectiveness in this link. The authors also investigate links between customer performance indicators.

An empirical study was carried out on the basis of a questionnaire administrated to a sample of 215 Tunisian bank CCE and 516 customers. Data analysis was performed using the structural equation modeling method.

Findings reveal that the CCE’ empowerment contributes to PSQ, CS and all the dimensions of CRM effectiveness which in turn are key factors of customer performance. This research also outlines the mediating role of two dimensions of the CRM effectiveness, namely, organizational commitment and customer experience between CCE’ empowerment and PSQ and CS, respectively. In addition, the study highlights that PSQ improves CS which is positively linked to CL. Finally, loyal customers tend to generate positive WOM.

Few studies have investigated the effects of the CCE’ empowerment on PSQ, CS, CL and positive WOM, especially in the banking sector. This research fills this gap by highlighting the mediating role of the dimensions of the CRM effectiveness in these links. This paper offers interesting insights to bankers by providing them with tools to improve their customers’ relationship. In this sense, banks must bet on the proximity of the CCE as a key asset that allows creating a real sense of closeness with customers and offers lighting to banks on how to create customized marketing approaches to ensure customer performance.

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.

The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.

Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.

While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

The purpose of this paper is to investigate the links between the enterprise social networks (ESN) use and the exploitative and exploratory innovations and deepen the analysis by examining the mediating role of the sub-dimensions of intellectual capital (IC) in these relationships.

The authors use a quantitative method based on the questionnaire administrated to a sample of 248 middle managers working in Tunisian ICT firms. Regarding the data analysis, the authors use a partial least square-structural equation modeling (PLS-SEM) method.

Results highlight that whereas exploratory innovation is positively linked to human capital (HC) and social capital (SC), exploitative innovation is positively associated with HC. Findings show that the ESN use is linked positively to exploitative innovation and this link is mediated by HC. The data analysis also revealed that HC and SC mediate the link between ESN use and exploratory innovation.

Although limited studies have investigated the effect of the ESN use on firms, this research pioneers the examination of the effect of the ESN use on exploitative and exploratory innovations within ICT firms and the mediating roles of HC, SC and organizational capital that have never been explored. Findings are highlighted along with interesting insights for managers and outline the key aspects related to the ESN use that may improve the sub-dimensions of IC and boost exploitative and exploratory innovations.

The purpose of this paper is to examine the link between board of directors’ roles namely strategy, service and control roles and ambidextrous innovation. This study also aims to determine whether the independence and gender diversity of boards have mediating effects in this relationship.

On the basis of a quantitative approach, the authors conducted a survey on all Tunisian-listed firms. A partial least square method was used to analyze the quantitative data. The authors also conducted semi-structured interviews with a sample of boards’ members of the surveyed firms followed by a thematic analysis of the discourses to discuss the results.

Results revealed that ambidextrous innovation is negatively linked to board’s control role. The outcomes of this research show also that ambidextrous innovation is positively associated with board’s service role and that the gender diversity moderates positively this link. Findings do not indicate a significant relationship between board’s strategy role and ambidextrous innovation but show evidence that the relationship is negatively moderated by independent directors, while positively moderated by gender diversity.

This research sheds light on the effects of Boards’ roles on ambidextrous innovation and the moderating effect of board’s gender diversity and independence as well. This paper addresses the gap in the literature as this thematic has not been studied, offering key insights with regard to corporate governance of companies looking to achieve ambidextrous innovation.