Knowledge Creation and Open Innovation in High-Technology SMEs

Grimsdottir, Elsa; Eðvarðsson, Ingi Rúnar

doi:10.1142/9789813233591_0006

Cited by 4 publications

(2 citation statements)

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“…Ethical leaders promote knowledge creation by motivating followers to involve in knowledge-sharing behaviour. Leaders involved in motivating employees to have a collaborative problem-solving approach that leads to knowledge creation (Grimsdottir and Edvardsson, 2018). Ethical leaders motivate followers to share of their know-how, know-whom, experiences, expertise, models, methodologies, manuals and work reports with other employees of the organization, which, in turn, enable these employees to generate new ideas about working methods, processes, products and services.…”

Section: Discussionmentioning

confidence: 99%

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It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Goswami

2022

JKM

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Purpose The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation. Design/methodology/approach The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling. Findings The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation. Research limitations/implications The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers. Practical implications This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation. Originality/value This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

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Section: Discussionmentioning

confidence: 99%

“…Leaders play a crucial role in motivating employees to involve in collaborative problem solving that leads to knowledge creation (Grimsdottir and Edvardsson, 2018). Knowledge sharing helps in collaborative problem-solving.…”

Section: Literature Review and Building Of Hypothesesmentioning

confidence: 99%

It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Goswami

2022

JKM

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‘Structural arrangements for open innovation: a comparative analysis of Chinese and French multinational companies’

Ayerbe

2021

Technology Analysis & Strategic Management

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Unveiling the Mechanisms to Rescue the Unknown Knowledge

Manresa

Mas‐Machuca

Marimón

2021

J. Info. Know. Mgmt.

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The main aims of this research are threefold: (1) to create a new conceptual framework underlying the dimensions of unconscious knowledge; (2) to explore how people convert the knowledge they do not know into personal and useful knowledge; and (3) to identify the strategies of how the unconscious knowledge can emerge, in an individual way or with the help from an external agent. The paper presents a new conceptual framework based on the unconscious knowledge. Different mechanisms and strategies based on different ways to generate knowledge are proposed. The most important results of this paper are as follows: (1) a new conceptual framework that is based on the unknown knowledge creation; (2) new strategies that move from the unaware knowledge to the learned and conscious one; and (3) new tools, methodologies, and technologies to enhance the creation of this type of knowledge.

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Knowledge Creation and Open Innovation in High-Technology SMEs

Cited by 4 publications

References 0 publications

It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

‘Structural arrangements for open innovation: a comparative analysis of Chinese and French multinational companies’

Unveiling the Mechanisms to Rescue the Unknown Knowledge

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