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Marta Félix and Paula Arriscado
Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can…
Abstract
Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.
The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.
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Sattayaraksa Tharnpas and Boon-itt Sakun
The purpose of this study is to provide a scale development process, in order to preliminarily address the reliability and validity of CEO transformational leadership, some key…
Abstract
The purpose of this study is to provide a scale development process, in order to preliminarily address the reliability and validity of CEO transformational leadership, some key organizational factors, and product innovation performance constructs. Data for this study were collected from 264 manufacturing firms in Thailand. The measurement scales were pre-assessed using the Q-sort method, and exploratory factor analysis (EFA) was also conducted to assess the construct reliability and validity. This research established a theoretical framework of CEO transformational leadership, organizational factors including innovation strategy, organizational learning, innovation culture, new product development process, and product innovation performance. Q-sort technique and EFA can help improve the content validity and the construct validity of CEO transformational leadership, some key organizational factors, and product innovation performance. This study provided the initial developmental steps toward the building of a theoretical framework and scale measurement to allow better understanding of the constructs based on the context of firms in Thailand. This will allow researchers to bring new insights when exploring these constructs under differing operational conditions. The findings address additional steps required towards improved methodological aspects in terms of how to pre-validate and develop a measurement scale in various constructs within alternative domains.
Véra-Line Montreuil, Martin Lauzier and Stéphane Gagnon
The purpose of this paper is to provide a portrait of the main managerial and organizational determinants of organizational capability to innovate (OCI). Despite its importance…
Abstract
Purpose
The purpose of this paper is to provide a portrait of the main managerial and organizational determinants of organizational capability to innovate (OCI). Despite its importance, research on the subject seems limited, and little attempt has been made, over the years, to offer an in-depth and simultaneous analysis of these particular determinants, as well as an exploration of the underlying and complex mechanisms explaining their relationships to OCI.
Design/methodology/approach
A systematic review of articles published between 1991 and 2018 was conducted in ProQuest (ABI/INFORM Collection) and Scopus databases. A total of 64 articles were selected and analysed through the use of a coding grid.
Findings
Results highlight five key OCI determinants, namely: leadership, support, communication, culture, and learning. By using the dynamic capabilities theory (DCT) as a framework, this research suggests ways to better understand the dynamic action of these determinants as well as their contributions to OCI. Findings also suggest that OCI should be defined at the confluence of three perspectives (human, procedural and environmental aspects) to embrace the multiple facets of this complex construct. Proposals for future research are provided on how OCI can be better examined.
Originality/value
This research helps to understand the five core determinants through an integrated and holistic view and represents the first attempt to systematically analyse the scientific literature on OCI through the DCT lens.
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Mohsen Shahriari and Sayyed Mohsen Allameh
The primary purpose of this study is to examine the effect of organizational culture (OC), that is, group, developmental, hierarchical and rational culture on organizational…
Abstract
Purpose
The primary purpose of this study is to examine the effect of organizational culture (OC), that is, group, developmental, hierarchical and rational culture on organizational learning (OL) of employees in electricity distribution companies of Isfahan province. Further, the role of the high-performance work system (HPWS) as a mediator between OC and OL has also been explored.
Design/methodology/approach
Questionnaire survey method has been used for data collection, and data analysis was completed through a two-stage partial least squares structural equation modeling technique. At the first stage, the measurement model was examined for construct validity and reliability, whereas at the second stage, the structural model and by implication the research hypotheses were tested.
Findings
Results indicate that OC positively affects OL. Further, HPWS act as a mediating variable between OC and OL.
Originality/value
The findings contribute to the existing literature by demonstrating the mediating role of HPWS in the relationship between OC and learning.
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Prodromos Chatzoglou and Dimitrios Chatzoudes
Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and…
Abstract
Purpose
Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before.
Design/methodology/approach
The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire).
Findings
Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research.
Originality/value
The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.
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Vítor Costa and Samuel Monteiro
The purpose of this paper is to review current literature on knowledge management processes considering the relationship between the key knowledge processes of acquisition…
Abstract
Purpose
The purpose of this paper is to review current literature on knowledge management processes considering the relationship between the key knowledge processes of acquisition, sharing, storage, codification, creation, application and different types of innovation, through a systematic literature review.
Design/methodology/approach
This study follows systematic review protocols for management and organisational sciences and analyses 45 full papers on knowledge management processes and innovation.
Findings
Results not only show that all knowledge processes can directly support innovation but also that other organisational variables (e.g. organisational learning, absorptive capacity) mediate this relationship. Moreover, knowledge creation and knowledge application appear as two central processes through which knowledge acquisition, sharing, codification and storage influence innovation. Knowledge acquisition and knowledge sharing are the most frequently studied knowledge processes. The majority of the sample papers present traditional innovation definitions (product vs process, radical vs incremental and technical vs administrative). However, organisational innovation, innovation capability and innovation performance approaches emerge from the papers’ analysis.
Research limitations/implications
The present review includes major scientific papers; however, the search is limited to the Web of ScienceTM platform.
Originality/value
This literature review analyses high-quality, peer-reviewed papers, following a systematic methodology that can be tested and updated. Papers were divided based upon the knowledge process(es) being analysed and the innovation type/approach, providing a twofold contribution to knowledge management and innovation literature.
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This paper aims to investigate the roles of employees’ perceived knowledge sharing and trust on organizational learning.
Abstract
Purpose
This paper aims to investigate the roles of employees’ perceived knowledge sharing and trust on organizational learning.
Design/methodology/approach
The authors examined the proposed hypotheses by using survey data from 228 responses collected from an IT services company.
Findings
The authors found that a knowledge sharing culture was positively related to interpersonal trust, knowledge sharing behavior and organizational learning. Employees’ perceived trust among people had a positive effect on knowledge sharing behavior and organizational learning. Knowledge sharing behavior was also positively related to organizational learning. In addition, interpersonal trust and knowledge sharing behavior played mediating roles in linking knowledge sharing culture and organizational learning.
Originality/value
This study provides empirical support for the mediating role of interpersonal trust and knowledge sharing behavior on the link between knowledge sharing culture and organizational learning.
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Muhammad Usman Shehzad, Jianhua Zhang and Phong Ba Le
The primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical…
Abstract
Purpose
The primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical and incremental innovation under the moderating role of ownership formapjm in Pakistani firms.
Design/methodology/approach
This research used the quantitative method and structural equation modeling approach to examine hypotheses with data obtained by the survey from 280 participants in 85 Pakistani firms.
Findings
The findings of this study indicate that the KMP significantly mediates between collaborative culture and two specific types of innovation, namely radical innovation and incremental innovation. In addition, the ownership form can serve as a moderator in the relationship between KMP and innovation capability.
Research limitations/implications
Future research should explore the moderating impact of other strategic or behavioral factors, such as self-efficacy, job experience, education level, optimism and organizational support, to better clarify the association between these latent constructs.
Practical implications
This research provides leaders with a better view of the mechanism of knowledge management and the impact of ownership form and possible influences in their organizations to foster innovation capabilities.
Originality/value
This paper has prompted theoretical and practical attempts on innovation management theory that allow firms to recognize the necessary factors and processes to improve the firm’s innovation capability.
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M.M. Sandeep, V. Lavanya and Janarthanan Balakrishnan
The rapid evolution of artificial intelligence (AI) is revolutionizing organizational operations and altering competitive landscapes. This study examines the influence of…
Abstract
Purpose
The rapid evolution of artificial intelligence (AI) is revolutionizing organizational operations and altering competitive landscapes. This study examines the influence of organizational resources on AI adoption in recruitment, focusing on their role in achieving competitive advantage through effective implementation.
Design/methodology/approach
This research utilizes a cross-sectional quantitative approach, applying partial least squares structural equation modeling (PLS-SEM) to data from 290 human resource (HR) professionals. It is grounded in the resource-based view (RBV) and dynamic capability framework (DCF).
Findings
The results reveal that HR competencies and open innovation significantly influence dynamic capabilities, which are essential for AI integration, supported by financial support and information technology (IT) infrastructure. These capabilities enable effective AI adoption, leading to a competitive advantage.
Research limitations/implications
The cross-sectional data in this study captures the current landscape of AI adoption in recruitment, providing a snapshot of the present scenario in a rapidly evolving technological environment.
Practical implications
This study offers HR professionals and managers strategic guidance on effectively integrating AI into recruitment processes. By enhancing HR competencies, fostering collaboration and ensuring sufficient financial and infrastructural support, organizations can navigate AI adoption challenges and secure a competitive advantage in a rapidly evolving technological landscape.
Social implications
The adoption of AI in recruitment can reduce biases, enhance diversity and improve fairness through standardized assessments. However, as AI technologies evolve, continuous human oversight is essential to ensure ethical use and to modify AI systems as needed, further reducing biases and addressing societal concerns in AI-driven recruitment processes.
Originality/value
This research introduces a novel framework that underscores the importance of integrating human expertise with advanced technological tools to ensure successful AI implementation. A key contribution is that HR professionals not only facilitate AI integration but also ensure accuracy, accountability and configure the most suitable AI tools for recruitment by collaborating with AI developers to meet the specific needs of the organization.