PurposeThe aim of this paper is to test empirically the degree of influence of different knowledge‐sharing mechanisms on the innovation capability of firms, as well as to analyse the degree of relevance of each innovation capability dimension to value creation. Additionally, the role of technology intensity as a moderator variable of the aforementioned relationships is examined.Design/methodology/approachAn ad hoc questionnaire was designed and addressed to the CEOs of the companies making up the target population of the research (Spanish manufacturing firms with more than 50 employees and R&D activities). Structural equation modeling (SEM) based on partial least squares (PLS) was then applied in order to test the main hypotheses of the research.FindingsThe results obtained show that knowledge sharing is a key issue in order to enhance the innovation capability of firms. Nevertheless, depending on the innovation capability dimension being considered and on the technology intensity of the firm, the type of knowledge sharing which appears to be more fruitful varies. On the other hand, technology intensity also moderates the degree of relevance of each innovation capability in value creation.Originality/valueThe main contribution of the paper is to provide empirical evidence about the impact of knowledge sharing on innovation. Moreover, it reveals what the most effective knowledge‐sharing mechanisms are for this purpose, and provides companies with a basic framework in order to shape their knowledge management strategies.

Purpose-This paper proposes defining a methodology of cultivation and integration of communities of practices (CoPs) and to create an evaluation model in organizations. Design/methodology/approach-This research project was based on a qualitative case study design, with main units of analysis being CoPs. The objective was achieved developing an analysis model of CoPs based on the key dimensions created by R. McDermott and studying actual experiences in CoPs integration with this model. The reported research project involves 15 organization actual experiences of CoPs in very different kinds of organizations. Although the study analyzed different kinds of companies, the evaluation methodology is unique. Findings-Based on the results of the study, a cultivation model of CoPs was created, which includes the detection analysis of CoPs in organization, the analysis of CoPs' necessity in organizations, the analysis of the appropriate CoPs in each organization and the evaluation model for the integrated CoPs. Research limitations/implications-All the actual experiences analyzed are documented cases. Therefore, it is difficult to find failure experiences and most of them are successful cases. Practical implications-The cultivation model can help managers of any organization in the integration process of CoPs. Originality/value-The main contribution of this project is the development of a valid and sustainable cultivation model of CoPs in any organization.

The purpose of the study was to explore how social identity influences the construction of leadership development programmes in the Basque Region. The Basque region is recognised as having a strong social and national identity (Kaufmann and Tödtling, 2000; McNeill, 2000). Historically leadership development has been focused on practising leaders and managers and delivered by universities, consultants and other intermediaries. A recent study reported in the paper has shown managerial dissatisfaction with current provision in the region and has illustrated a need for provision to focus on `skills' for 'leadership'. What is meant by 'skills' and 'leadership' is, however, embedded within the Spanish language and Basque identity (Kasmir, 1996; Whyte, 1999). The paper introduces theories of social identity as they are applied to the study of leadership and it explores how these theories can help explain perceptions of leadership.

Purpose -This research aims to measure the extent manufacturing companies from the Basque region (Spain), which place a greater emphasis on innovation, have adapted their management context in accordance with the middle-up-down management model put forward by Nonaka and Takeuchi and Nonaka et al. The study explores whether the degree of adoption of the aforementioned model is influenced by contingency factors such as company size or technological level. Design/methodology/approach -An ad hoc questionnaire was addressed to the chief executive officers of the companies. Structural equation modelling based on partial least squares was used to test the main hypotheses of the research. Findings -Firms which develop a higher organizational learning capacity put a greater emphasis on innovation. Additionally, the innovation focus of companies is positively related to the implementation of management systems which are more in accordance with the middle-up-down management model, and the degree of adoption of the aforementioned model is not influenced by company size or technological level. Originality/value -The approach taken in the research serves the purpose of linking extremely abstract concepts from the middle-up-down model with specific elements from the management context. It also contributes to the development of empirical research in the domain of organizational learning, aimed at clarifying the relationship between organizational learning capacity and innovation orientation. The research contributes towards a better understanding of the degree of adoption of such a model in the Basque region, paving the way for future comparative studies which might take other regions of the world into consideration.

Purpose -At a time when many companies in the Spanish and Basque manufacturing industries are attempting to embark on delocation movements (also commonplace in other countries), the increase in innovatory capacity is becoming an essential element in counteracting such movements and the downsizing that these involve. The study presented here seeks to measure the explicit emphasis given by manufacturing companies from the Basque Region (Spain) in the field of innovation, and the degree of adaptation of their management context to features of the middle-up-down model as put forward by Nonaka et al. to promote an effective knowledge generation process.Design/methodology/approach -An ad hoc questionnaire has been addressed to Chief Executive Officers, within the framework of broader research into organizational learning and business performance started in 2002. This questionnaire is focused more on the ''hard'' elements of the management context than on the ''soft'' ones, which may limit its usefulness under certain circumstances.Findings -Conceptually-speaking, the methodology used has the value of linking extremely abstract concepts from the middle-up-down model (knowledge vision, articulation of this vision by means of concepts and images, ''BA'', ''information redundancy,'' etc.) with specific elements from the management context.Originality/value -The results of the study reveal that manufacturing companies from the Basque Region have improved their innovatory capacity to a great extent, adapting quite a lot of their management context to new requirements. However, a weak point is detected in them: the absence of an organizational structure that may favor the existence of areas in which knowledge is shared.