How does green innovation improve enterprises’ competitive advantage? The role of organizational learning

This paper aims to investigate the differences in the mediating roles of trust and knowledge sharing (formal vs informal) in the process by which training and incentives influence organizational performance (sales increase and labor productivity).,The data from an online survey of Senior Managers from 119 firms in Hong Kong’s clothing industry (HKCI) was analyzed using SmartPLS software.,Trust has a stronger mediating impact in the effects of incentives (vs training) on both formal and informal knowledge sharing. Informal (vs formal) knowledge sharing has a stronger mediating impact in the effects of trust on sales increase and labor productivity.,Future research may consider different dimensions such as knowledge donating and collecting behaviors, as well as motives, such as self-enjoyment, reciprocity or social interaction ties to study knowledge sharing behavior.,This study shows that incentives are more likely than training to help build a trusting environment in an organization and that informal knowledge sharing has a stronger influence on organizational performance than formal knowledge sharing.,The study’s distinctive contribution is the under-researched context of HKCI for investigating the mediating effects of trust and formal and informal knowledge sharing between ability and motivational practices on performance.

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Demystifying the differences in the impact of training and incentives on employee performance: Mediating roles of trust and knowledge sharing

This study aims to analyze the mediating effect of the open innovation processes of knowledge acquisition and exploitation as external embeddedness strategy on the relationships between strategic orientation toward digitalization and the three dimensions of the innovation capability: client, marketing and technology.,The research model was tested using a structural equation modeling design based on survey data from a financial and insurance sector multinational enterprise with direct operations in seven emerging countries. This sector is classified as being highly digitalized.,The results show that strategic orientation toward digitalization has an effect on innovation capability, with a greater impact on the client and technology dimensions than on the marketing dimension. However, the relationships with clients and technology are partially mediated by acquisition, while the one with marketing is mediated by exploitation.,This finding widens the current purpose and theoretical sense of external embeddedness as a type of inter-organizational arrangement key for digitalization in the literature, which is focused on the adaptation of digital technology of the head office to the needs of the subsidiaries and the systems of their local allies. By contrast, the study results show that external embeddedness is key for the multinational to be able, from its global way of creating value through digital technologies, not only to improve operating efficiency, but also to meet costumer experience expectations in each host country and innovate in local commercialization strategies, on account of the knowledge transfer between the multinational and the local players on customer preferences and technology uses in local markets.

Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter

This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.,An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results.,The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS.,Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.

Open innovation environments as knowledge sharing enablers: the case of strategic technology and innovative management consortium

The evolution of technology has become the mainstream of the current technological innovation era. Technological change is organized in its unique pattern and a new approach that takes place in a systematic and selective manner. Such change is generally molded with the amalgamation of various factors, namely, economic, social or scientific and technological. This paper aims to focus on identifying technological trajectories in a technological ecosystem with the case of m-payment technology.,This study constructs a patent citation network for mobile payment service technology through patent citation data and identifies the main evolution process using the main path analysis of the network. The scope of this study focuses on key innovation using social network analysis and patent citation network, validated using the case of a mobile payment system and analyzing its technological trajectory.,Analyzing technology evolution provides a greater insight of the overall technology landscape to the researcher and practitioner. Analyzing the m-payment technology landscape gives three main categories of m-payment systems: the mobile financial transaction system), the payee mobile device payment selection system and e-wallet services.,The novelty of this research lies in the process of identifying technological evolution using social network and patent citation network analysis. The case of m-payment technology ecosystem is studied quantitatively which is not explored by previous researchers. This research provides a way to develop the main path technology of innovative products or services to identify technology evolution using the case of m-payment landscape.

A structural analysis approach to identify technology innovation and evolution path: a case of m-payment technology ecosystem

This paper aims to investigate how knowledge sharing influences technological innovation capability (TIC) of the software small- and medium-sized enterprises (SSMEs).,Based on the theories regarding knowledge management, TIC, software engineering and open innovation, this paper constructed a research model comprising factors affecting knowledge sharing, knowledge sharing and TIC, and then tested the model quantitatively. The study focuses on SSMEs in China collecting 457 online questionnaires and uses a structural equation model to test the hypotheses.,The knowledge sharing culture, organizational structure, middle-level leadership and management system have significantly positive effects on tacit knowledge sharing; management system and IT support have significantly positive effects on explicit knowledge sharing; both explicit and tacit knowledge sharing have significantly positive effects on TIC.,The study enriches the research on knowledge sharing and TIC. However, it does not consider factors affecting knowledge sharing at the non-organizational level or the interaction between explicit and tacit knowledge sharing.,The study offers several recommendations/suggestions for helping SSMEs to promote and implement explicit or tacit knowledge sharing and TIC.,This paper examines the impact of knowledge sharing on TIC from the perspective of knowledge management deconstructing knowledge sharing from the epistemological dimension and the TIC of software companies on the basis of software engineering theory. It provided a new theoretical perspective for the research of knowledge management and technological innovation management in SSMEs.

Xumei Zhang

Papers

Knowledge sharing and technological innovation capabilities of Chinese software SMEs