Unveiling the impacts of explicit vs. tacit knowledge hiding on innovation quality: The moderating role of knowledge flow within a firm

Duan, Yunlong; Yang, Meng; Huang, Lei; Chin, Tachia; Fiano, Fabio; Nuccio, E. De; Zhou, Li

doi:10.1016/j.jbusres.2021.10.068

Cited by 75 publications

(41 citation statements)

References 74 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…On the other hand, both knowledge-sharing factors moderate the effects of radical creativity on process innovation, albeit they do not moderate the link of incremental creativity on process innovation. Although Duan et al. (2022) emphasise the importance of knowledge flow for innovation, the knowledge practices in the service sector might remain tacit, which is difficult to transfer (Kaya and Erkut, 2018).…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Linking incremental and radical creativity to product and process innovation with organisational knowledge

Bulut

Kaya

Mehta

et al. 2022

JMTM

View full text Add to dashboard Cite

PurposeThis study examines the effects of incremental and radical creativity on both product and process innovation by considering the moderating roles of knowledge sharing in intensity and quality.Design/methodology/approachPrimary research is conducted over 250 employees from service and manufacturing firms operating in Pakistan. Principal component analyses are conducted for the data reduction process, and multiple regression analyses are performed to test the research hypotheses.FindingsKnowledge sharing intensity and the quality of knowledge sharing moderate the effects of radical creativity on product and process innovation that predicts firm performance. Besides, the research presents the differences in the impacts of incremental and radical creativity with the moderations of organisational knowledge on product and process innovations between the service and manufacturing firms and implications for practitioners and researchers.Research limitations/implicationsThis work represents a sample from manufacturing and service firms operating in Pakistan. Still, caution is the generalising specific results to other organisations in either service or manufacturing domains or manufacturing.Practical implicationsWhile boosting creativity in organisations, knowledge sharing practices differ for sector domains. For service firms, knowledge intensity is essential, while knowledge quality is meaningful for manufacturing firms.Originality/valueThis study contributes to the literature at the crossroads of organisational creativity and innovation twofold; the first is to investigate the combined effects of incremental and radical creativity on product and process innovation separately. The second is to examine the moderator roles of knowledge sharing practices of knowledge quality and intensity while predicting product and process innovation with incremental and radical creativity.

show abstract

Section: Discussionmentioning

confidence: 99%

“…This innovation process perspective of new knowledge creation demonstrates the need for interactions and contributions of employees' creative efforts for innovative capacity. Similarly, Duan et al. (2022) highlight that knowledge flow should be encouraged to improve innovation capacity in organisations.…”

Section: Literature Reviewmentioning

confidence: 99%

Linking incremental and radical creativity to product and process innovation with organisational knowledge

Bulut

Kaya

Mehta

et al. 2022

JMTM

View full text Add to dashboard Cite

show abstract

“…Evasive hiding entails some lying, as the conduct is characterized by offering inaccurate or incomplete information [ 1 ]. Evasive hiding is regarded as a dishonest approach that can elicit punishment from those who witness such behavior [ 9 ].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…The act of knowledge hiding has significant consequences for businesses and individual relationships. Knowledge hiding behavior has been connected to negative consequences such as inhibited creativity, increased turnover intention, and extra-role behavior [ 7 , 8 , 9 , 10 ]. The issue is that knowledge hiding behaviors are pervasive workplace phenomena that impede knowledge transfer and result in significant financial losses for enterprises [ 11 ].…”

Section: Introductionmentioning

confidence: 99%

Why and When Do Employees Hide Their Knowledge?

Sulistiawan

Moslehpour

Diana

et al. 2022

Behavioral Sciences

View full text Add to dashboard Cite

This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. The existing literature indicates that knowledge hiding is prominent in service sector firms and impedes knowledge transfer. However, the potential determinants and consequences have not been extensively investigated. The objectives of this study are threefold: First, examining the effect of distrust and the complexity of knowledge on knowledge hiding. Second, examining the effect of knowledge hiding on task performance. Third, examining the conditional effect of task relatedness in the relationship between distrust, knowledge complexity, and knowledge hiding. We conducted an online survey by using a Google form to collect our data. We gathered data from 325 salespersons in the business departments of a single firm in Indonesia. To test our hypotheses, we employed Partial Least Square (PLS). The results revealed that distrust and knowledge complexity are critical factors in predicting knowledge hiding. Interestingly, knowledge hiding positively affects task performance. The rationale behind this result is that employees tend to believe that hiding knowledge is a strategy to boost their performance in the short run. The contribution of this study is the suggestion that organizations should implement a knowledge-sharing culture to minimize knowledge hiding.

show abstract

“…To understand variation in the performance of innovating subjects in terms of the reciprocal behaviors of subgroups within their networks, scholars have focused on knowledge flow ( Duan et al, 2021a , 2022 ), resource sharing ( Lacerda and van den Bergh, 2020 ) and value creation ( Chin et al, 2021 ) among other variables. However, such research has tended to overlook the importance of heterogeneous reciprocity behaviors that are rooted in psychological factors.…”

Section: Introductionmentioning

confidence: 99%

Psychological Distance Impacts Subgroup Reciprocity in Technological Innovation Networks: The Mediating Role of Divisive Faultlines

Deng

Gao

et al. 2022

Front. Psychol.

View full text Add to dashboard Cite

As information flows at ever-increasing speeds across technological innovation networks, it is crucial to optimize reciprocity among partnering enterprises. However, the impact of psychological distance on subgroup reciprocity in such networks has not yet been investigated. To address this gap, the current study drew on theories of faultlines and cohesive subgroups to model the relationship between psychological distance and subgroup reciprocity within technological innovation networks. Our hypotheses were tested using data from 174 respondents working in Yunnan Province, China. The results were as follows: first, psychological distance had negative effects on subgroup reciprocity in technological innovation networks; second, relationship-divisive and innovation-divisive faultlines negatively impacted reciprocity within and between subgroups; third, the faultlines partially mediated the negative relationship between psychological distance and intra-subgroup reciprocity; and fourth, the negative relationship between psychological distance and subgroup reciprocity was not mediated by the faultlines. The findings uncover the psychological mechanism of subgroup reciprocity within technological innovation networks. They will inform the decision-making process of enterprises when selecting partners within their technological innovation networks and support the development of effective reciprocal relationships with other innovators.

show abstract

Unveiling the impacts of explicit vs. tacit knowledge hiding on innovation quality: The moderating role of knowledge flow within a firm

Cited by 75 publications

References 74 publications

Linking incremental and radical creativity to product and process innovation with organisational knowledge

Linking incremental and radical creativity to product and process innovation with organisational knowledge

Why and When Do Employees Hide Their Knowledge?

Psychological Distance Impacts Subgroup Reciprocity in Technological Innovation Networks: The Mediating Role of Divisive Faultlines

Contact Info

Product

Resources

About