Enabling Knowledge Sharing Through Relational Capital in a Family Business Context

Rodríguez-Aceves, Lucia; Mojarro-Durán, Bárbara I.; Rivera, Angel Eustorgio

doi:10.1007/s13132-022-00955-6

Cited by 12 publications

(9 citation statements)

References 153 publications

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“…It is identified in the literature that knowledge sharing is fundamental among knowledge management processes (Al-Gharaibeh & Ali, 2022 ). However, it is considered that knowledge sharing (KS) is an essential stage toward the having knowledge-based entity and it is more needed to the permanent success in the competitive environment (Anand & Dalmasso, 2020 ; Rodríguez-Aceves et al, 2022 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Motivational Factors Affecting Knowledge Sharing in Steel Industry Supply Chain: A Mixed Qualitative-Quantitative Method Analysis

2023

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The knowledge sharing creates a collaborative environment which contributes to creation of flexibility and meeting demands in supply chain. It guarantees the access of members to external knowledge and overall supply chain improvement in competitive environment. The steel industry as the second “key” and “strategic” industry after oil and petrochemical industry in Iran as one of the important countries in middle-east and due to its importance for development but also due to the characteristics of its cost accounting system is selected as case study. Regarding to, this study aimed to design a comprehensive list containing all knowledge sharing (KS) motivational factors for steel industries supply chain. Thus, a mixed method of qualitative (a three-phase Delphi method) and quantitative (decision-making trial and evaluation laboratory-DEMATEL) has been adopted. At first stage, the 33 motivational factors of KS were identified through literature review. Then using Delphi method, respondents were provided with the findings from the literature to shortlist and merge the factors based on steel industry supply chain features. Due to different theoretical and practical standpoints of views about KS motivators in steel industry supply chain, 30 respondents (experts) participated. The final factors extracted via Delphi method was 15. Then, DEMATEL method was used to find interdependence among factors. At the end, cost accounting system for each factor were asked from knowledge management departments in steel supply chain. The results indicated that majority of the costs in steel industry supply chain is spent in decreasing power and sense of ownership of knowledge, improving culture and expectations, and improving personal contact and interaction, team culture, rewards, strategic thinking, and individual management of time, respectively. Whereas, the results of DEMATEL technique indicated that team culture, power, and sense of ownership of knowledge; personal contact and interaction; trust; culture; and expectations are the 5th high ranking factors. Although there are plenty of techniques used for improving team culture such as community of practice, after action review, Knowledge caf’e, it is not so dominant in cost accounting system. Hopefully, departments consider power and sense of ownership of knowledge more carefully. Managers in steel supply chain pay more attention to cultural issues by having educational courses. Strategic thinking is not among the highest-ranking factors, but there are costs spent for it in steel supply chain which should be pondered upon it.

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Section: Literature Reviewmentioning

confidence: 99%

Motivational Factors Affecting Knowledge Sharing in Steel Industry Supply Chain: A Mixed Qualitative-Quantitative Method Analysis

2023

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“…As organizações são estruturas sociais onde indivíduos compartilham suas habilidades e adquirem novos conhecimentos para alcançar metas coletivas. É cada vez mais importante que as organizações sejam capazes de absorver conhecimento para melhorar continuamente suas operações, incorporando-o em seus processos e atividades (Rodríguez-Aceves et al, 2022).…”

Section: Conhecimento Tácitounclassified

Conhecimento tácito e negócios familiares: um estudo de casos múltiplos

Neto¹,

Rua²,

Pereira³

et al. 2023

R. G. Secr.

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Este estudo tem como objetivo compreender como ocorre o compartilhamento de conhecimento tácito, durante o processo de sucessão da gestão empresarial em grandes empresas familiares da cidade de Jaraguá do Sul, Estado de Santa Catarina, Brasil. A pesquisa foi realizada com base em entrevistas com os líderes dessas empresas e análise de documentos internos. Os resultados indicam que as empresas estudadas têm práticas de compartilhamento de conhecimento tácito por meio de convivência intensa (empresa-casa-família), mentoria, treinamento e trabalho em equipe, mas que ainda há espaço para melhorias. As implicações teóricas destacam a importância do compartilhamento de conhecimento tácito para o sucesso da sucessão empresarial. As implicações práticas sugerem a necessidade de desenvolver estratégias para melhorar as práticas de compartilhamento de conhecimento tácito nas empresas familiares. As implicações sociais apontam para a necessidade de se considerar a importância da sucessão empresarial para a continuidade e o desenvolvimento das empresas familiares e, consequentemente, para a economia local.

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“…It is, in fact, the transfer of the family's property, prestige, and status. In a developing economy, the ability of family businesses to generate new products, services, and processes that add value to their marketplace can have a signi cant impact on their long-term viability (Gundry et al, 2014;Carayannis and Grigoroudis, 2022;Rodríguez-Aceves et al, 2022). For example, the pandemic has demonstrated how family businesses solve complex challenges faster than non-family enterprises.…”

Section: Introductionmentioning

confidence: 99%

“…This allows them to respond swiftly to market needs based on a fast-making decision process (Zapata-Cantu et al, 2022). Since family companies play a vital role in society, now is the most vulnerable time for them to plan for power transitions between generations (Rodríguez-Aceves et al, 2022). The average lifespan of a family business is barely 24 years, as per statistics.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Intergenerational Succession Intention on Family Firm’s Innovation Strategy: Evidence from China

et al. 2022

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In the development and growth of family businesses, succession is an unsolvable problem, which is also a popular focus of academic research. For a family firm, succession may be a strategic decision but also a long-term and intricate “footrace.” It will have a significant impact on the long-term viability of a family firm if it is not handled appropriately. This study mainly explores the influences of family business owners’ intergenerational succession intention on their family firms’ innovation strategy in China. In addition, this study further examines the moderating role of the institutional environment in the above relationship. Therefore, the data in this article comes from a survey of 271 family businesses in eight different regions of China. Also, this paper can aid the smooth transition of intergenerational transmission of small and medium-sized family businesses in addition to the untroubled development of technological innovation activities. Specifically, the institutional environment plays a negative moderating role in the relationship between family succession, radical succession, technological innovation, and a positive regulating role in the relationship between single equity succession and technological innovation.

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Enabling Knowledge Sharing Through Relational Capital in a Family Business Context

Cited by 12 publications

References 153 publications

Motivational Factors Affecting Knowledge Sharing in Steel Industry Supply Chain: A Mixed Qualitative-Quantitative Method Analysis

Motivational Factors Affecting Knowledge Sharing in Steel Industry Supply Chain: A Mixed Qualitative-Quantitative Method Analysis

Conhecimento tácito e negócios familiares: um estudo de casos múltiplos

The Impact of Intergenerational Succession Intention on Family Firm’s Innovation Strategy: Evidence from China

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