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Purpose Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing. Design/methodology/approach The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms. Findings Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost. Research limitations/implications To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation. Practical implications The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources. Originality/value This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

Purpose Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by the recent adoption of digital technologies by organizations. In this vein, our study explores the impact of digital platform capability on the creativity of employees through the mediating mechanism of explicit and tacit knowledge sharing. Design/methodology/approach The data were gathered from higher education institutes (HEIs) in a developing country, Pakistan which recently saw a major disruption during the Covid-19 pandemic. The proposed hypotheses were tested through Structural Equational Modeling (SEM) and the results confirmed our hypotheses. Findings The findings confirmed that the digital platform capabilities impact both tacit and explicit knowledge sharing among these remote employees. Likewise, the results also supported the mediating role of both explicit and tacit knowledge sharing on the creativity of these remote workers. Originality/value Our results are significant as they confirm the impact of digitalization on remote workers’ creativity predisposition. We thus advance the academic debate on the problems of knowledge sharing in remote working. We prove that digital capabilities outweigh the challenges created due to new forms of work driven by the pandemic. It further highlights the important areas to focus on while planning human resource policies in the new normal.

PurposeOwing to the growing importance of frugal innovation to the development of firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of inclusive leadership (IL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing (EK). It also explores the possible moderating role of competitive intensity (CI) in the relationship between knowledge sharing (KS) and frugal innovation.Design/methodology/approachThis study collected data via a questionnaire survey of a sample of 325 participants from 112 manufacturing and service firms to validate the relationship between inclusive leadership, knowledge sharing behaviors, competitive intensity and frugal innovation. Structural equation modeling and regression are adopted to estimate the effects of inclusive leadership on frugal innovation through the mediating role of knowledge sharing and moderating role of competitive intensity.FindingsFindings reveals the significant impacts of inclusive leadership on aspects of knowledge sharing and frugal innovation. Moreover, the influences of tacit and explicit knowledge sharing on frugal innovation capability are enhanced in the intensive competitive environments.Research limitations/implicationsFuture research should investigate the potential moderating role of perceived organizational support in the relationship between specific aspects of knowledge sharing behaviors and frugal innovation.Practical implicationsThe paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve frugal innovation capability through inclusive leadership practices and promotion of knowledge sharing in organizations.Originality/valueThe paper is unique in its attempt to fill theoretical gaps on the relationship between inclusive leadership and frugal innovation, and advance the insights of how inclusive leadership directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit knowledge sharing.

Purpose This paper aims to examine the influence of collaborative culture on employee’s knowledge sharing and how it associated with radical and incremental innovation in Chinese firms. Design/methodology/approach This study used the quantitative approach and structure equation model to test hypotheses with data collected by questionnaire from 371 participants in 68 Chinese firms. Findings The research findings indicated that collaborative culture positively fosters the KS behaviors of employees for radical and incremental innovation. The findings confirm the mediating role of tacit and explicit knowledge sharing and reveal that collaborative culture has a significant impact on incremental innovation, whereas knowledge sharing behaviors have greater impacts on radical and incremental innovation. Research limitations/implications Future research should investigate the impact of collaborative culture on innovation under moderating effects of ownership form or mediating roles of behavioral variables to have better understanding on the relationship among them. Practical implications This study offers leaders a deeper understanding of the necessary factors and new pathways to stimulate employees’ tacit and explicit knowledge sharing for innovation. Originality/value The paper has significant contributed to theoretical and practical initiatives on the theory of innovation which highlighted the crucial role of collaborative culture in facilitating a positive climate for knowledge sharing and innovation.

Purpose The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as “middle management” is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona. Design/methodology/approach Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir. Findings Three distinct segments namely – “knowledge sharing adepts (KSA),” “knowledge sharing scrupulous (KSC)” and “knowledge sharing servitudes (KSE)” as the prime domains of knowledge sharing behavior are identified. Research limitations/implications To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research. Practical implications Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study. Originality/value To the best of the authors’ knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector.

Purpose The 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/approach The 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. Findings The 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/implications This study is cross-sectional, which limits its ability to control the specific features of the correlations among the factors in the long term. Practical implications The 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/value This study significantly fills gaps in the literature and advances the understanding of how ethical leadership fosters employees’ KS to improve radical and incremental innovation.

In three experiments, we investigated explicit and implicit knowledge about the location of letters on the QWERTY keyboard in young students, and the mechanisms involved. Participants completed a verbal report task in which they were asked to locate the 21 letters of the Italian alphabet on a blank QWERTY keyboard (explicit memory). Subsequently, they carried out a motor production task, i.e., typing letters on a blank keyboard (implicit memory). Consistent with previous studies and several theories emphasizing the importance of implicit knowledge in typing, results showed that explicit knowledge about the QWERTY keyboard is systematically worse than procedural knowledge (Experiment 1). These two types of knowledge, however, are related. Second, we showed that explicit memory for letter position was affected when participants were engaged in a secondary task that required hands/arms movements. Specifically, loading participants’ sensorimotor resources led to a decrease in explicit memory performance when the secondary task required hand/arm movements (hand/arms tapping) compared to when it required legs-feet movements (control condition). This result suggests that explicit knowledge is modulated by sensorimotor simulation (Experiment 2). Third, compared to a purely verbal response, pointing to the key on the keyboard did not improve explicit memory accuracy (Experiment 3). Taken together, the results indicate that sensorimotor simulation, and not just gestures, modulates the accessibility to explicit mental representations of verbal/spatial material, like letters on a keyboard.

PurposeThis research aims to study the relationship between trust and knowledge sharing intention. Furthermore, the overarching objective of this study also determines the moderating effect of Perceived Behavioral Control on this relationship.Design/methodology/approachStructural Equation Modelling (SEM) was applied using Smart PLS 3.3 to analyze the data.FindingsThe results of this study reveal that Perceived Trustworthiness and Propensity to Trust positively affect Explicit and Tacit knowledge sharing intention. Perceived behavioral control was also found to positively moderate the relationship between perceived trustworthiness and tacit knowledge sharing intention.Originality/valueThis study has provided evidence that trust among the construction project team members leads to an increase in the knowledge sharing intention among project team members.

PurposeThis study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.Design/methodology/approachThe authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.FindingsThe specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).Practical implicationsManagers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.Originality/valueThis effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.