Suchergebnisse

Cover -- Occhiello -- Indice -- Prefazione -- Introduzione -- Capitolo 1 - L'innovazione come fonte del vantaggio competitivo -- Capitolo 2 - Il ruolo fondamentale della conoscenza nella gestione dell'innovazione -- Capitolo 3 - Gli approcci classici alla gestione dell'innovazione -- Capitolo 4 - Open innovation: un approccio moderno all'innovazione -- Capitolo 5 - Open innovation: evidenze empiriche quali-tative e quantitative -- Conclusioni -- Bibliografia -- Finito di stampare

PurposeIn the last decades, business and management scholars have given great attention to intellectual capital (IC), which could seem a mature topic, having arrived at its third wave of studies. However, its intersections with the business model (BM) remain an under-investigated topic, and the authors wanted to investigate two research questions (RQs): how the literature addressing IC and BM has evolved so far in the business and management domains? What are possible future research trends of business and management studies regarding IC and BM?Design/methodology/approachThis study answers these questions through a systematic literature review (SLR) of 74 peer-reviewed articles in the area of business and management. First, a bibliometric analysis was conducted to evaluate what is the current trend of such publications and what are the most relevant articles, authors, countries and journals. Then, a content analysis was performed to aggregate and systematize the results and identify future lines of research.FindingsResults show that most of the studies conducted to date are focused on the aspects of value creation and value capture, with a primary focus on investigating the relationship between IC and firms' performances (e.g. economic, financial and organizational).Originality/valueThe relationship between IC and BM has been quite neglected by the literature, or at least it leaves room for further research lines. For example, little is known about how firms use the various IC assets to leverage new forms of value proposition, new target markets or new sources of revenues. This is one of the first papers systematizing the current body of knowledge on this topic and drawing future lines of research.

PurposeThis paper explores the outcomes of the external revealing of knowledge. More specifically, we aim to understand how external revealing of knowledge can be seen as value creation in the craft beer industry.Design/methodology/approachA single-case study methodology is used to answer the research question "What are the outcomes of the external revealing of knowledge?"FindingsThe research highlights several dynamics and outcomes regarding the external revealing of knowledge, mainly connected to creating value for the industry, strengthening a firm's network, enhancing the culture of the territory, gaining access to knowledge, and guaranteeing market competitiveness.Originality/valueA few studies have addressed a specific aspect of outbound open innovation, which involves free revealing of knowledge to external stakeholders. Previous works are mostly conceptual; thus, there is a lack of empirical studies about revealing strategies. This research empirically analyzes the outcomes of the external revealing of knowledge and, more generally, of an open innovation approach.

PurposeThis study aims to explore the underlying mechanisms of the less studied relationship between perceived corporate social responsibility (CSR) (both internal and external) and creative deviance (CD). Based on the signalling and social capital (SC) theories, this study proposes that the relationship between CSR and CD is mediated by both the prosocial motivation and SC of the employees.Design/methodology/approachThis study conducted a survey approach to gathering data and implemented a structural equation modelling technique for analysis.FindingsData collected from telecom employees supported the sequential mediation of both SC and prosocial motivation on the relationship between internally and externally perceived corporate social responsibility and CD.Research limitations/implicationsThe in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD.Practical implicationsThe in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD. Managers can use this knowledge to improve their performance by following better CSR practices that in turn foster SC and CD. By supporting SC, companies will be able to increase their intellectual capital (IC), which is necessary to compete in today's markets.Originality/valueThe present literature is mostly silent on the differences and similarities between perceived CSR and employee creative behaviour: CD. The present study fills this gap by investigating this important relationship and testing its underlying mechanisms for internally and externally perceived CSR separately. The paper puts forward the key role of SC, which is part of IC, in reinforcing the relationship between CSR and CD.

AbstractUsing the lenses of stakeholder and social exchange theory, we propose that both perceived organizational support (POS) and affective organizational commitment (AOC) play sequential mediating roles in the relationship between corporate social responsibility (CSR) directed toward employees and organizational citizenship behaviors (OCBs) of employees. The theoretical model was tested using a time lagged data. Further, the information pertaining to the organizational citizenship behaviors of the employees was collected by their immediate supervisors. The mediation hypotheses were tested using process method. Results confirmed a positive and significant relationship between perceived CSR directed toward employees and OCBs, as well as the sequential mediation effect of both POS and AOC between CSR directed toward employees and OCBs. Although the majority of the literature has studied the impact of CSR at the macro level, recently researchers have shifted their focus on the behavioral impact of such activities at the individual level. We particularly focus on CSR directed toward employees and our findings confirm that such CSR activities prove be critical for improving the performance outcomes of the employees.

AbstractThis study aims to shed light on the elements that can influence the performance of green businesses, more specifically organizations active within the recycling business. After defining and identifying green businesses, the paper focuses on the Italian recycling business, examining whether the green practices and features of a green business can influence the organization's performance. Using a quantitative methodology with a sample of 87 Italian organizations whose core business is recycling and applying a model of multiple linear regression, the findings highlight several variables that affect the economic results. The originality of this study lies in the link between green practices and green businesses, exploring which structures are efficient and are driving elements of these recycling organizations. These findings offer several contributions to theory and practice and for policymakers.

PurposeThe purpose of this paper is to explore how big data can shape ambidextrous business process management (BPM) in terms of exploitation and exploration.Design/methodology/approachA qualitative methodology involving case studies has been chosen to explore the impact of big data deployment on exploitative and explorative business processes.FindingsThe results of case studies offer some opportunities and challenges for service firms related to both the exploitative and the explorative aspects of BPM driven by big data.Originality/valueThe deployment of big data in business processes has attracted a large amount of interest recently. However, these studies are mostly conceptual, so empirical research about this complex relationship is quite rare, especially research with specific arguments regarding exploitative and explorative activities. This paper aims to fill this gap by offering empirical evidence for big data-driven business processes.

Purpose
This paper aims to explore the perceived negative emotions of both customers and frontline service employees (FSEs) during intercultural service encounters (ICSEs); and the building and utilization of corresponding knowledge in the banking sector.


Design/methodology/approach
To reach the paper's goal, a qualitative approach through semi-structured interviews conducted in the context of the banking industry is developed and presented.


Findings
The findings presented and discussed the "perception of emotion" and the building of corresponding knowledge about ICSEs. Specifically, FSEs and foreign customers were found to be capable of perceiving negative emotions, both their own and of others. The authors further identified an array of emotions and feelings that facilitate the understanding of how ICSEs can be managed and improved. The findings finally highlight the degree and nature of the importance of building and storing knowledge on ICSEs soft processes, which are termed a key asset for service companies.


Originality/value
An encounter between a service provider and a customer of different cultural backgrounds can become complex and critical. Despite this, there is not enough empirical evidence neither on the socio-psychological processes that take place during these encounters nor on how different ethnic groups develop interpersonal trust within the service sector. This research offers empirical insights regarding the means of detecting emotions and of improving the quality and management of knowledge on ICSE.

PurposeThis article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.Design/methodology/approachUsing the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.FindingsOur results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.Originality/valueThis research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.