How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

Psychological safety describes people’s perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace. First explored by pioneering organizational scholars in the 1960s, psychological safety experienced a renaissance starting in the 1990s and continuing to the present. Organizational research has identified psychological safety as a critical factor in understanding phenomena such as voice, teamwork, team learning, and organizational learning. A growing body of conceptual and empirical work has focused on understanding the nature of psychological safety, identifying factors that contribute to it, and examining its implications for individuals, teams, and organizations. In this article, we review and integrate this literature and suggest directions for future research. We first briefly review the early history of psychological safety research and then examine contemporary research at the individual, group, and organizational levels of analysis. We assess what has ...

https://www.researchgate.net/profile/Amy_Edmondson/publication/275070993_Psychological_Safety_The_History_Renaissance_and_Future_of_an_Interpersonal_Construct/links/55b7f06f08ae092e96587280.pdf

Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

Innovation research suggests that innovation types have different attributes, determinants, and effects. This study focuses on consequences of adoption of three types of innovation (service, technological process, and administrative process) in service organizations. Its main thesis is that the impact of innovation on organizational performance depends on compositions of innovation types over time. We examine this proposition by analysing innovative activity in a panel of 428 public service organizations in the UK over four years. Our findings suggest that focus on adopting a specific type of innovation every year is detrimental, consistency in adopting the same composition of innovation types over the years has no effect, and divergence from the industry norm in adopting innovation types could possibly be beneficial to organizational performance. We discuss the implications of these findings for theory and research on innovation types.

Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations

Highlights?Exploring the effect Knowledge sharing (KS) have on innovation and firm performance. ?Confirming the mediating role of innovation between KS and performance. ?finding that explicit KS impacts innovation speed more than financial performance. ?finding that tacit KS impacts innovation quality more than operational performance. This study investigates the quantitative relationship between knowledge sharing, innovation and performance. Based on the literature review, we develop a research model positing that knowledge sharing not only have positive relationship with performance directly but also influence innovation which in turn contributes to firm performance. This model is empirically tested using data collected from 89 high technology firms in Jiangsu Province of China. It is found that both explicit and tacit knowledge sharing practices facilitate innovation and performance. Explicit knowledge sharing has more significant effects on innovation speed and financial performance while tacit knowledge sharing has more significant effects on innovation quality and operational performance.

Knowledge sharing, innovation and firm performance

http://www.irantahgig.ir/wp-content/uploads/20010.pdf

Absorptive capacity, innovation, and financial performance

Purpose – The purpose of this paper is to conduct an investigation into knowledge‐sharing mechanisms by empirically testing the role that context plays in the transfer of actionable knowledge, and, in turn, for innovation.Design/methodology/approach – A multiple‐respondents survey was performed in 72 business units of companies belonging to the ICT, pharmaceutical and food industries in Greece. In total, 295 useful questionnaires were collected using a multiple respondent strategy. All constructs were measured with multi‐item scales and validated using exploratory factor analyses. A total of seven hypotheses were generated following a literature review on the key determinants of context for effective knowledge sharing. The hypotheses were tested using ordinary least squares regression.Findings – The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are cruc...

http://ncumisa9467548.pbworks.com/f/Knowledge%20Sharing%20initiative.pdf

Knowledge effectiveness, social context and innovation

This study conceptualized exploratory and exploitative learning as distinct team-level activities, constructed measures of them, and examined their relationships with psychological safety, task conflict, and team performance. Structural equation analysis in a sample of 142 innovation project teams indicated that psychological safety was linearly and nonlinearly related to team exploitative and exploratory learning, respectively; whereas task conflict positively moderated the relationship between psychological safety and exploitative learning. Furthermore, exploratory and exploitative learning were additively related to team performance, as rated by team managers, and mediated its relationship with psychological safety. The findings contribute to understanding how and under what conditions organizational teams engage in exploratory and exploitative learning to maximize their performance.

Team exploratory and exploitative learning: psychological safety, task conflict, and team performance

In addressing the notion of team ambidexterity, we propose that socio-psychological factors (i.e., team cohesion and team efficacy) may help team members to resolve paradoxical challenges and to combine exploratory and exploitative learning efforts. In addition, we theorize that senior executives may play an important role in facilitating the emergence of ambidexterity at lower hierarchical levels. In doing so, we develop a multilevel contingency framework and propose that the effectiveness of teams to achieve ambidexterity is contingent upon supportive leadership behaviours at the organizational-level. Using multilevel, multisource, and temporally separated data on 87 teams within 37 high-tech and pharmaceutical firms, we not only reveal how team cohesion and efficacy may matter for the emergence of team ambidexterity but also show that the effectiveness of supportive leadership behaviours from senior executives varies across cohesive and efficacious teams.

A Socio-Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours

Over the last years the resource-based view (RBV) of strategic management has attracted wide academic and managerial attention. Drawing on RBV literature, this paper analyses the interrelationships between RBV and organizational innovation. The authors examine those aspects of RBV that critically determine the firms capacity to innovate by integrating the relevant theoretical and empirical evidence. A number of contributions setting the ground for future empirical research are provided.

https://ecsocman.hse.ru/data/165/663/1219/rb_view.pdf

Konstantinos Kostopoulos

Papers

Absorptive capacity, innovation, and financial performance

Knowledge effectiveness, social context and innovation

Team exploratory and exploitative learning: psychological safety, task conflict, and team performance

A Socio-Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours

The Resource Based View of the Firm and Innovation: Identification of Critical Linkages