The mediating role of innovative work behavior on the relationship between knowledge sharing behavior and innovation capability in Thailand private university

Buranakul, Sorapol; Limnararat, Sunpasit; Pithuncharurnlap, Manat; Sangmanee, Woranat

doi:10.1109/miticon.2016.8025245

Cited by 6 publications

(3 citation statements)

References 36 publications

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“…Innovative work behavior is valuable for both organizational objectives and team selling performance. Previous work has witnessed innovative work behavior as the mediating mechanism (Buranakul et al, 2017;Sanz-Valle and Jiménez-Jiménez, 2018). However, the current research differentiates this constructive mediation mechanism from previous leadership and job performance studies, such as job fulfillment, organizational loyalty, perceived emotional well-being, and work engagement (Ashill et al, 2008;Guchait et al, 2014;Karatepe and Olugbade, 2016).…”

Section: Introductionmentioning

confidence: 61%

“…Prior literature suggests that salespeople's innovative work behavior enhances team performance, and their creativity and innovation are meant to achieve firms' overall objectives (Oldham and Cummings, 1996). Many researchers have been investigated the mediating role of innovative work behavior among different constructs (Buranakul et al, 2017;Sanz-Valle and Jiménez-Jiménez, 2018). However, the literature has neglected to explore the mediating effect of innovative work behavior between the nexus of authentic leadership and team selling performance.…”

Section: The Mediating Role Of Transactive Memory System Innovative W...mentioning

confidence: 99%

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Linking Authentic Leadership to Transactive Memory System, Team Innovativeness, and Selling Performance: A Multilevel Investigation

et al. 2022

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In today’s complex selling environment, it is challenging for sales leaders to enhance the effectiveness of their sales teams. The aim of this study is to observe the impact of authentic leadership on salespersons’ internal and external behaviors under B2B selling context [i.e., transactive memory system (TMS), innovative work behavior, and customer-directed OCB] and their consequences in team selling performance. Respondents of our survey included salespersons and managers working in the sales departments of pharmaceutical companies. By using structural equation modeling, the dyad responses from 348 matched salespeople–managers were analyzed. The findings disclose that authentic leadership behavior has a stronger relationship with the TMS, innovative work behavior, and customer-directed OCB. Our results also indicate that innovative work behavior and customer-directed OCB are potentially mediated between authentic leadership and team selling performance relationship. The theoretical implication of these results for managerial practice is also discussed.

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Section: Introductionmentioning

confidence: 61%

Section: The Mediating Role Of Transactive Memory System Innovative W...mentioning

confidence: 99%

Linking Authentic Leadership to Transactive Memory System, Team Innovativeness, and Selling Performance: A Multilevel Investigation

et al. 2022

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“…Network capability is an intricate idea that supports innovation in the energy sector, which is important because it may lead to improved services or products [23,24]. Network capability describes the acceptance, application, and usage of original ideas and remedies that address staff members issues at work and boost their IWB [25]. IWB is important for the energy sector to maintain its competitive technological edge in the present unstable setting because of the vital role that workers' IWB plays in organizational effectiveness, success, proficiency, and productivity [26].…”

Section: Network Capability and Iwbmentioning

confidence: 99%

Knowledge Sharing and the Moderating Role of Digital Innovation on Employees Innovative Work Behavior

Binsaeed

Yousaf²,

Grigorescu

et al. 2023

Sustainability

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This study aims to give an econometric analysis of the energy sector employee’s innovative work behavior (IWB) with the mediation function of knowledge sharing (KS) and is mainly focused on how Network Capability (NC) plays a significant role in promoting the performance of knowledge sharing in the energy sector, which guides toward IWB. Current research also investigates the role of digital innovation (DI) in moderating the linkage between NC and IWB. For data collection, the quantitative method and 578 questionnaires were used. To test the study hypothesis, a structural equation model and bootstrapping are used. The findings prove that NC has a positive impact on IWB. Furthermore, it has been established that KS acts as a mediator in establishing the connection between network capacity NC and IWB. The results of the moderation role confirm that Digital Innovation in the energy sector strengthens the relationship between NC and IWB. By examining the potential mediating function of the KS in the NC-IWB links, this project expands the body of previous data. Current research further contributes to the better perception of NC, KS, digital innovation, and innovative work behavior in the energy sector.

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The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

Alharbi,

Aloud

2024

Humanit Soc Sci Commun

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This study examines the effect of Knowledge Management (KM) processes on organizational performance in Saudi Arabian service organizations. It focuses on knowledge creation, capture, sharing, and application, and examines their effects on quality, operational, and innovation performance. While the service sector can enhance operational efficiencies through effective KM implementation, the extent of this impact, particularly in terms of quality and operational performance in developing countries like Saudi Arabia, remains underexplored. The study uses a quantitative methodology, obtaining 605 valid responses from Saudi service sector managers through an online self-reported questionnaire. Structural equation modeling validates the research model and tests the hypotheses. Results indicate that knowledge sharing has a nonsignificant effect, while knowledge creation, capture, and application have substantial impacts. Specifically, knowledge application significantly improves operational performance, while knowledge creation influences quality and innovation performance. Organizations are advised to understand their KM processes’ structure to effectively implement and leverage their impact on performance. Emphasizing knowledge sharing through personalized communication channels, employee development opportunities, and effective incentive systems is recommended to sustain engagement and motivation. Furthermore, prioritizing KM tools and technology for seamless knowledge flow across organizational levels and implementing collaborative tools can enhance innovative capabilities, adaptability, and competitive advantages.

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The mediating role of innovative work behavior on the relationship between knowledge sharing behavior and innovation capability in Thailand private university

Cited by 6 publications

References 36 publications

Linking Authentic Leadership to Transactive Memory System, Team Innovativeness, and Selling Performance: A Multilevel Investigation

Linking Authentic Leadership to Transactive Memory System, Team Innovativeness, and Selling Performance: A Multilevel Investigation

Knowledge Sharing and the Moderating Role of Digital Innovation on Employees Innovative Work Behavior

The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

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