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PurposeThis study aims to empirically study the effect of process constraints and the combinative effects of different constraints on enterprise digital transformation.Design/methodology/approachThis paper selects the World Bank's business environment survey of Chinese enterprises in 2012 as the research sample to empirically study the effect of process constraints and different kinds of constraints on enterprise digital transformation.FindingsThe authors find that process constraints have an inverted U-shaped effect on enterprise digital transformation and that employee digital literacy plays an intermediary role in this process. That is, process constraints have a too-much-of-a-good-thing effect on employees' digital literacy, which further affects enterprise digital transformation. The increase in the number of input and output constraints will make the inverted U-shaped relationship between the process constraint and digital transformation steeper.Originality/valueThe constraints faced by enterprises are everywhere and of many kinds. This paper not only discusses the influence of process constraints on enterprise digital transformation but also analyzes the interactive influence of different kinds of constraints on enterprise digital transformation and explores its micromechanism. This approach is helpful for enterprise managers in thinking about how to make full use of different kinds of constraints to activate the power of enterprise digital transformation, regard constraints as challenges and opportunities, and use them to stimulate the ability to improve the resource integration and utilization.

We explored the effect of transformational leadership and trust in leaders on knowledge collecting and knowledge donating, the 2 components of knowledge sharing, with data from 368 employees at 63 Chinese firms. The results showed that trust in leaders mediated the relationship between
transformational leadership and knowledge sharing. In addition, transformational leadership had a greater effect than did trust in leaders on knowledge donating, and aspects of trust in leaders had a greater effect than did transformational leadership on knowledge collecting. The findings
provide theoretical insights and practical initiatives for knowledge management.

PurposeThe purpose of this paper is to examine the effect of ethical leadership on radical and incremental innovation through the mediating roles of tacit and explicit knowledge sharing (KS).Design/methodology/approachThe paper used a quantitative research method and structural equation modeling to test the research hypotheses based on a sample of 365 participants from 115 Vietnamese firms.FindingsThe results indicated that ethical leadership is positively related to radical and incremental innovation. In addition, tacit and explicit KS significantly mediate the relationship between ethical leadership and the two types of innovation.Research limitations/implicationsThis study is cross-sectional, which limits its ability to control the specific features of the correlations among the factors in the long term.Practical implicationsThe findings of this study suggest that leaders should invest in practicing and applying a moral lens to motivate positive KS behaviors of employees and organizational capabilities for innovation.Originality/valueThis study significantly fills gaps in the literature and advances the understanding of how ethical leadership fosters employees' KS to improve radical and incremental innovation.

PurposeThe purpose of this paper is to investigate the relationship between relational capital and supply chain collaboration (SCC) and how this relationship relates to innovation. The authors propose a theoretical framework to illustrate the effect of relational capital on three dimensions of collaboration and radical and incremental innovation.Design/methodology/approachThe paper has a quantitative approach. The authors conducted the survey to collect the data from 225 suppliers in the Hunan province of China. The proposed model is tested with exploratory factor analysis, confirmatory factor analysis and structural equation modelling.FindingsThe findings show that relational capital can facilitate information sharing and benefit/risk sharing when firms work together to achieve innovation. Furthermore, the results indicate that relational capital leads to radical innovation through facilitating information sharing among firms and helps in generating incremental innovation by encouraging firms to share risks and benefits with their partners.Practical implicationsThe findings of this study give some suggestions for managers of the firms in terms of building their collaborative strategies. Managers should exploit relational capital to build successful and long-term collaboration. Also, through relational capital, managers can share information to create radical innovation or pool risks and share benefits with their customers to achieve incremental innovation.Originality/valueThis study provides a nuanced understanding of the relationship between relational capital, different dimensions of SCC and innovation in the context of a developing economy. Moreover, the findings provide a clearer understanding of the collaborative mechanism of relational capital and collaboration to achieve radical and incremental innovation.

PurposeThe purpose of this paper is to investigate the role of cognitive proximity on supply chain collaboration and how it relates to radical and incremental innovation.Design/methodology/approachThe paper is based on quantitative approach to analyze the data of 218 firms in a developing and transition economy. The proposal model is tested with exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM).FindingsThe authors' findings show that cognitive proximity facilitates decision synchronization and incentive alignment in the supply chain. Furthermore, the authors' results indicate that information sharing and decision synchronization are determinants of radical innovation while incentive alignment is a determinant of incremental innovation.Research limitations/implicationsThis study was cross-sectional, so the authors could not consider the control variable such as sectors or firms' size. It is hard to control the specific features of cognitive proximity in one single industry when using cross-sectional data. In future investigations, it may be possible to use a different dimension of proximity to explain the implementation of collaboration for innovation.Originality/valueThis study attempted to explore the role of cognitive proximity on supply chain implementation process in the context of a transition economy. Moreover, the authors' findings provide the clearer understanding of the relationship between collaboration and innovation.

We examined the mediating effects of optimism and self-efficacy in the relationship between transformational leadership and knowledge sharing in a Chinese context. Survey data were collected from 365 participants employed by 80 Chinese firms. The findings indicated that self-efficacy
and optimism—2 dimensions of an individual's psychological capital—mediated the relationship between transformational leadership and knowledge sharing highlighting the importance of practicing transformational leadership to influence employees' positive psychological capital so
that they engage in knowledge collecting and knowledge donating. We discuss theoretical and managerial initiatives in the fields of psychology and organizational behavior, to help managers of firms promote knowledge sharing among employees in their organization.