How reflexivity enhances organizational innovativeness: the mediation role of team support for innovation and individual commitment

Recognizing opportunities when individual engaged in intrapreneurship: The role of creative self-efficacy and support for innovation

According to social cognitive theory, this study explored the relationship between intrapreneurship and opportunity recognition. We developed a moderated mediation model of creative self-efficacy as a mediator and support for innovation as a moderator linking intrapreneurship with opportunity recognition. Using a sample of 206 college students from Chinese universities, we found that intrapreneurship is positively related to opportunity recognition, and this relationship was mediated by creative self-efficacy. Our research further found that the effect of intrapreneurship on opportunity recognition was conditional on support for innovation. Finally, the theoretical and practical implications are discussed.

Organizational Innovativeness in the Circular Economy: The Interplay of Innovation Networks, Frugal Innovation, and Organizational Readiness

Due to technological advancements, all types of businesses confront new opportunities. In the contemporary era of technology, innovation performs a key role in successful commercial landscape operations. Therefore, this research was conducted to examine the effect of the innovation network (IN) on organizational innovativeness (OI). Moreover, the mediating effects of frugal innovation (FI) and the moderating role of organizational readiness (OR) have also been examined. Data collection through a cross-sectional method was conducted for this study from SMEs. Some 442 managers and owners provided correct responses, which were used for further analysis. SEM was used for testing the hypotheses of the current study. The results showed that the innovation network positively affects organizational innovativeness. Furthermore, the outcomes also validated that frugal innovation plays a mediating role between the innovation network and the organizational innovativeness link. The SMEs working in the circular economy are mainly dependent on their innovative activities/actions. In the current dynamic scenario, the survival of SMEs is linked to continuous organizational innovativeness in their products/services.

Nexus between technological capital, organizational structure and knowledge sharing in organizational restructuring initiatives

Purpose

Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital.

Design/methodology/approach

Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews.

Findings

The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations.

Practical implications

Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital.

Originality/value

Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.

Institutionalizing Reflexivity for Sustainability: Two Cases in Health Care

Unsustainability in health care comprises diminishing returns and misalignment between the health care regime and the needs of the population. To deal with complex sustainability problems, niche solutions can be collaboratively designed and implemented through reflexive methods. For second-order sustainability, however, the institutionalization of the reflexive element itself is also needed. This paper aims to provide insight into the possibilities of embedding reflexivity into institutions to support second-order sustainability by reporting on two consecutive participatory research programs that sought to address unsustainability in terms of misalignment and diminishing returns. The first case study reflexively monitored the system’s innovation toward an integrated perinatal care system. Reflection within the project and implementation was supported successfully, but for stronger embedding and institutionalization, greater alignment of the reflexive practices with regime standards was needed. Building on these lessons, the second case study, which was part of the IMI-PARADIGM consortium, collaboratively built a structured tool to monitor and evaluate “the return on engagement” in medicine development. To institutionalize reflexivity, the creation of “reflexive standards” together with regime actors appears to be most promising. Broader and deeper institutionalization of reflexive standards can be attained by building enforcement structures for reflexive standards in the collaborative process as part of the reflexive methodologies for addressing complex sustainability problems.

Cultural values, school innovative climate and organizational affective commitment: a study of Israeli teachers

Purpose

Research suggests that cultural dimensions affect teachers' perceptions and behaviors. Based on Hofstede's cultural dimensions and organizational innovation climate literature, we examined the effects of the cultural values of collectivism, masculinity, power distance, uncertainty avoidance and short-term orientation on teachers' perceptions of school innovative climate and their affective commitment.

Design/methodology/approach

Arab and Jewish Israeli teachers studying toward their MA degree (N = 268) were randomly selected from three colleges to fill out questionnaires pertaining to these cultural values, innovative climate and their affective commitment.

Findings

Only the cultural value of collectivism positively affected perceptions of innovative climate. Negative relationships were found between the latter and uncertainty avoidance, as well as masculinity. Perception of innovative climate, in turn, related positively to teachers' affective commitment.

Originality/value

This study adds to the body of research directed at identifying antecedents to affective commitment as well as to studies examining cultural effects on innovation.

Managing Knowledge in Organizations: A Nonaka's SECI Model Operationalization

PURPOSE

The SECI model (Nonaka, 1994) is the best-known conceptual framework for understanding knowledge generation processes in organizations. To date, however, empirical support for this framework has been overlooked. The present study aims to provide an evidence-based groundwork for the SECI model by testing a multidimensional questionnaire Knowledge Management SECI Processes Questionnaire (KMSP-Q) designed to capture the knowledge conversion modes theorized by Nonaka.

METHODOLOGY

In a twofold study, the SECI model was operationalized via the KMSP-Q. Specifically, Study One tested its eight-dimensional structure through exploratory and confirmatory factorial analyses on 372 employees from different sectors. Study Two examined the construct validity and reliability by replicating the KMSP-Q factor structure in knowledge-intensive contexts (on a sample of 466 health-workers), and by investigating the unique impact of each dimension on some organizational outcomes (i.e., performance, innovativeness, collective efficacy).

FINDINGS

The overall findings highlighted that the KMSP-Q is a psychometrically robust questionnaire in terms of both dimensionality and construct validity, the different knowledge generation dimensions being specifically linked to different organizational outcomes.

RESEARCH/PRACTICAL IMPLICATIONS

The KMSP-Q actualizes and provides empirical consistency to the theory underlying the SECI model. Moreover, it allows for the monitoring of an organization's capability to manage new knowledge and detect the strengths/weaknesses of KM-related policies and programs.

ORIGINALITY/VALUE

This paper proposes a comprehensive measure of knowledge generation in work contexts, highlighting processes that organizations are likely to promote in order to improve their performance through the management of their knowledge resources.

INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS

Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

Influential Factors for Team Reflexivity and New Product Development

Despite the important influence of team reflexivity on new product development (NPD) success, a thorough analysis of its key antecedents, mediators, and moderators is lacking in the literature. Using cognitive fit theory, knowledge management perspective, justice theory, and self-verification theory, this study proposed that existing knowledge, task familiarity, and procedural justice are three of the vital factors that lead to NPD success by encouraging team reflexivity. This study also examined the effects of team conflict on team reflexivity and NPD success. Survey data were collected from 254 NPD team members, and these data were then analyzed using the PROCESS Macro from SPSS and the partial least squares (PLS) approach. The results of this study showed that the three aforementioned factors play a significant role in NPD success. The importance of team conflict was then examined, and the results showed that when relationship conflict is higher, the effect of team reflexivity on NPD success tends to be weaker.