The partial least squares (PLS) approach to structural equation modeling (SEM) has been widely adopted in business research fields such as information systems, consumer behavior, and marketing. The use of PLS in the field of operations management is also growing. However, questions still exist among some operations management researchers regarding whether and how PLS should be used. To address these questions, our study provides a practical guideline for using PLS and uses examples from the operations management literature to demonstrate how the specific points in this guideline can be applied. In addition, our study reviews and summarizes the use of PLS in the recent operations management literature according to our guideline. The main contribution of this study is to present a practical guideline for evaluating and using PLS that is tailored to the operations management field.

Using Partial Least Squares in Operations Management Research: A Practical Guideline and Summary of Past Research

https://www.bauer.uh.edu/doctoral/scm/docs/Peng-2012.pdf

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

Purpose – The aim of this paper is to investigate the impact of knowledge sharing (KS) on firm performance and the mediating role of intellectual capital (IC). Design/methodology/approach – A research model was developed based on prior KS and IC studies. A survey was administered to a sample of high technology firms in China and 228 usable responses were collected. Structural equation modeling (SEM) was employed to test the research model. Findings – Tacit KS significantly was found to contribute to all three components of IC, namely human, structural and relational capital, while explicit KS only has a significant influence on human and structural capital. Human, structural and relational capital, enhance both operational and financial performance of firms. The effect of KS on firm performance is mediated by IC. Explicit KS has a greater effect on financial performance than operational performance, whereas tacit KS has a greater impact on operational performance than financial performance. Research limit...

R. Samuel Sale

Papers

Agile manufacturing: Relation to JIT, operational performance and firm performance