The impact of social capital and knowledge sharing intention on restaurants’ new product development

Chowdhury, Md. Iqbal Bahar; Prayag, Girish; Patwardhan, Vidya; Kumar, Nischal

doi:10.1108/ijchm-04-2020-0345

Cited by 32 publications

(21 citation statements)

References 91 publications

(174 reference statements)

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“…By doing so, the ineffective dyadic negotiation can be formally transformed into a more effective three-party knowledge exchange between the knowledge holders, receivers and the manager. These suggestions can be incorporated with the improvement of human resource management practices, focusing on internal processes supporting cooperative behaviors within hospitality firms (Chowdhury et al , 2020).…”

Section: Discussionmentioning

confidence: 99%

“…However, for most hotel employees, sharing knowledge is not a mandated responsibility that can be formally coerced or supervised by managers (Cooper, 2006). Instead, their willingness to share knowledge may depend on specific contextual antecedents (Lombardi et al , 2019; Chowdhury et al , 2020). For instance, to improve teamwork performance, some conscientious employees may share knowledge about interpersonal collaboration with co-workers (Yang, 2004a, 2009).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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How do front-line employees make decisions on whether to hide their knowledge from co-workers in hospitality firms?

Yong

Lao

Liu

2021

IJCHM

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Purpose This paper aims to explore the psychological process by which front-line employees (FLEs) in hospitality firms make decisions on hiding knowledge. Design/methodology/approach A qualitative methodology was used, with triangulated data collection from six different types of hospitality firms. By using the thematic analysis approach, a conceptual framework consisting of seven main themes was constructed to reflect the replicable logic of an individual’s knowledge exchange decision-making in various situations. Findings This study proposes a theoretical framework describing how hotel employees evaluate the cost and benefit of knowledge exchange implicitly. Using this framework, this paper illustrates the strategies that FLEs use to make a bounded-rational decision on knowledge exchange in situations characterized by time constraints and limited information. Practical implications Hotel managers can use the psychological process presented in this paper to better understand how FLEs make knowledge-hiding decisions in the workplace. Furthermore, specific measures are suggested to reduce FLEs’ knowledge-hiding behaviors in each stage of their knowledge exchange decision process. Originality/value This paper uncovers the psychological process of individuals’ decision-making regarding hiding knowledge from others in the hotel context, thus increasing the understanding of the rationale of FLEs’ knowledge hiding behaviors from the perspective of bounded-rational decision theory.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

How do front-line employees make decisions on whether to hide their knowledge from co-workers in hospitality firms?

Yong

Lao

Liu

2021

IJCHM

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“…For example, Kim and Shim (2018) identify lack of trust as one of the factors that hinder employees' intention to share their knowledge in a given organization. In some Asian countries, fear of penalty inhibits employees from sharing their knowledge (Chowdhury, Prayag, Patwardhan, & Kumar, 2020). Personal competitiveness among employees is another factor that inhibits them from knowledge sharing.…”

Section: Introductionmentioning

confidence: 99%

Do Engineers Share Their Knowledge? A Review of Knowledge Sharing Intention Among Engineers in the Oil and Gas Industry

Almher¹

2022

JIEM

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With the current technological advancement and the competitiveness of global markets especially with the shift to renewable energy, oil and gas companies need to double their effort to overcome the challenges. Thus, engineers in the oil and gas sector should increase their job performance to that effect. Knowledge sharing is one of the major ways through which the knowledge and skills of engineers will be upgraded and eventually increase their job performance. Therefore, this study critically reviews the term knowledge sharing and the factors that affect knowledge sharing. It also reviews some factors that influence engineers’ intention towards knowledge sharing in oil and gas firms. It identifies some knowledge sharing enablers such as a knowledge-sharing culture in an organization, human network, social relationship and trust among knowledge sharers and receivers. On the other hand, it identifies some barriers to knowledge sharing such as fear of not receiving enough recognition, lack of proper awareness regarding knowledge sharing and its benefits, lack of trust, differences in the cultural environment, lack of communication skills, lack of time, lack of interest, lack of social networks and lack of motivation are of concern, lack of technological facilities. The paper identifies attitude, subjective norm, and perceived behavioural control as elements that could influence engineers’ intention towards knowledge sharing in the oil and gas sector. Finally, the paper makes some recommendations on how to effectively share knowledge among engineers in the oil and gas industry.

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“…Although scholars and practitioners consider high-performing employee turnover to be a critical organizational phenomenon, there is still a lack of understanding of this phenomenon, particularly in the hospitality industry. Few longitudinal studies have looked at the effect of turnover on social capital and organizational outcomes (Dess and Shaw, 2001;Chowdhury et al, 2020). Some studies have found a link between high-performing employee turnover and company performance, while others have not (Shi et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The after-shock effects of high-performers turnover in hotel industry: a multi-level study

Khan

Bodla

2021

IJCHM

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Purpose High-performing employees are a hotel’s most important asset: they care for what they do, go beyond and beyond the scope of duty and continually strive to do better. The purpose of this multi-level study is to look into the influence of high-talent turnover on organizational reputation via social capital and trust deficits. Furthermore, the current research explores the influence of human capital investment (HCI) on the mediating effects of trust deficit and social capital in the association between high talent turnover rate and organizational reputation using human resource theory and social capital theory. Design/methodology/approach The authors examined the hypotheses using multi-source and multi-times data of 805 respondents (including senior human resources officers and employees) from 85 hotels. Findings The present study revealed interesting findings that the HCI failed to buffer the interfering role of trust deficit in the negative association between high-performing personnel turnover rate and organizational reputation. Practical implications High-performing personnel turnover and underlying mechanisms play a significant role in eroding a hotel’s reputation in the hotel industry. Hotel management should focus on reducing high-performing talent turnover and underlying mechanisms to maintain and improve the hotel’s reputation. Originality/value This study provides better understating into the process by exploring that high-performer turnover can damage an organization’s reputation, which has been overlooked by academics who researched the hotel industry.

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The impact of social capital and knowledge sharing intention on restaurants’ new product development

Cited by 32 publications

References 91 publications

How do front-line employees make decisions on whether to hide their knowledge from co-workers in hospitality firms?

How do front-line employees make decisions on whether to hide their knowledge from co-workers in hospitality firms?

Do Engineers Share Their Knowledge? A Review of Knowledge Sharing Intention Among Engineers in the Oil and Gas Industry

The after-shock effects of high-performers turnover in hotel industry: a multi-level study

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