Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

Stewart, Wayne H.; May, Ruth C.; Ledgerwood, Donna E.

doi:10.1007/s11575-015-0252-9

Cited by 13 publications

(8 citation statements)

References 136 publications

(199 reference statements)

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“…The CHQ should carefully consider the 'how' of managing innovation transfer processes at the subsidiary level, e.g., that a direct or an indirect management is dependent on the specific conditions under which the transfer takes place. This is in line with Stewardt et al (2015) arguing for a higher awareness among IB The Value-Adding Role of the Corporate Headquarters in… 593 scholars as well as mangers of the overall contextual contingencies in which transfer activities occur. The control variable 'subsidiary location' that captured the spatial distance between a focal subsidiary and other subsidiaries within the MNC showed no direct negative effect on transfer efficiency as expected.…”

Section: Limitations and Implications For Managers And Future Researchsupporting

confidence: 78%

The Value-Adding Role of the Corporate Headquarters in Innovation Transfer Processes: The Issue of Headquarters Knowledge Situation

Lind

Kang

2017

Manag Int Rev

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The aim of this study is to investigate the value-adding role of corporate monitoring and corporate involvement in 'sticky' inter-subsidiary innovation transfer environments. The value added role of these two managerial approaches is viewed in terms of their impact on innovation transfer efficiency and effectiveness. Based on the network view of the MNC, our research builds on the notion that the corporate headquarters (CHQ) is ill-informed and may suffer from a radical uncertainty about what it actually knows and needs to know. By using a data sample containing 87 innovation transfer projects in 25 multinational companies, we test six sets of hypotheses. Overall, our findings show that the value added of CHQ monitoring as well as an active CHQ involvement is considerably constrained. However, contrary to our expectations, the results show that CHQ monitoring gives rise to an increase in both transfer efficiency and effectiveness when the 'stickiness' is based on tangible resource constraints. The results imply that when it comes to CHQ involvement during the innovation transfer processes, the choice between a handsoff and a hands-on approach has to be understood in the light of the CHQ's knowledge situation.

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Section: Limitations and Implications For Managers And Future Researchsupporting

confidence: 78%

The Value-Adding Role of the Corporate Headquarters in Innovation Transfer Processes: The Issue of Headquarters Knowledge Situation

Lind

Kang

2017

Manag Int Rev

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“…The TPB model includes three key variables, namely, the perceived behavioral control, the subjective norm and attitude toward the behavior (Stewart et al ., 2015). Attitude refers to the evaluations of a certain specific behavior (Choo et al ., 2016).…”

Section: Conceptual Framework and Research Hypothesesmentioning

confidence: 99%

Extending the theory of planned behavior to understand consumers’ intentions to visit green hotels in the Chinese context

Jing

Wang

et al. 2018

IJCHM

159

111

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Purpose This paper aims to explore the intention of consumers to visit green hotels in China through the theory of planned behavior (TPB) extended by adding perceived consumer effectiveness and environmental concern. Design/methodology/approach The TPB model is used as the basic theoretical framework but is extended by adding two critical variables. Data is collected from 324 respondents by using a self-administered questionnaire survey and analyzed with the assistance of structural equation modeling. Findings The empirical results show that perceived consumer effectiveness and environmental concern have positive effects on the attitude and the intention of consumers to visit green hotels, and that perceived consumer effectiveness has the largest effect. However, in China, the impact of environmental concern on the intention of consumers to visit green hotels is relatively limited, and the subjective norm has a strong effect. In addition, this research verifies the usefulness of the extended TPB model in understanding the intention of consumers in green hotels industry in China. This is evidenced by a comparison of the initial TPB model with the extended TPB model where the explanatory power has improved from 65 to 68 per cent. Originality/value This research contributes to TPB theory by addressing certain gaps in the literature regarding the intention of consumers to visit green hotels in China. Furthermore, considering the limitations of the TPB model, two pro-social variables, namely, perceived consumer effectiveness and environmental concern, are incorporated into the TPB model to better understand the intention of consumers to visit green hotels. Also, this research addresses the gap that studies on the role of perceived consumer effectiveness are limited in the tourism and hospitality management literature. The results indicate that perceived consumer effectiveness has the largest influence on the intention of consumers to visit green hotels.

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“…The central question faced by managers therefore becomes "How to motivate employees to share their knowledge with other organizational members?" Different motivational mechanisms including individual, organizational and technological drivers have been identified and discussed in past studies (Cavaliere et al, 2015;Ghobadi, 2015;Stewart et al, 2015;Wang and Noe, 2010). However, the relationship between motivation and KS has remained ambiguous (Lam and Lambermont-Ford, 2010;Stenuis et al, 2016) and scholars have repeatedly criticized the extant literature for the lack of managerially relevant KS research that can inform managers on how to govern KS behaviors in organizations (Alvesson and Karreman, 2001;Foss et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Towards an integrated framework of intrinsic motivators, extrinsic motivators and knowledge sharing

Law

Chan

Ozer

2017

JKM

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Purpose This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing. Design/methodology/approach A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework. Findings Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing. Research limitations/implications This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing. Originality/value This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.

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Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

Cited by 13 publications

References 136 publications

The Value-Adding Role of the Corporate Headquarters in Innovation Transfer Processes: The Issue of Headquarters Knowledge Situation

The Value-Adding Role of the Corporate Headquarters in Innovation Transfer Processes: The Issue of Headquarters Knowledge Situation

Extending the theory of planned behavior to understand consumers’ intentions to visit green hotels in the Chinese context

Towards an integrated framework of intrinsic motivators, extrinsic motivators and knowledge sharing

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