To break through the restrictions of traditional organizational forms,systems,and mechanisms and quickly respond to the innovative development requirements of CASC,the innovation team has gradually become a crucial or...To break through the restrictions of traditional organizational forms,systems,and mechanisms and quickly respond to the innovative development requirements of CASC,the innovation team has gradually become a crucial organizational form within CASC.One of the biggest differences between the innovation team and traditional orga-nizational structure lies in knowledge heterogeneity.Existing studies present different conclusions on the relationship between knowledge heterogeneity and innovation performance,which should be analyzed according to specific situ-ations.Therefore,this paper takes the innovation team of CASC as the research object to conduct an empirical study on 186 team members,propose conceptual models and hypotheses,and study the relationship among knowledge heterogeneity,knowledge sharing,and innovation performance.The research results indicate that the two dimensions of knowledge heterogeneity—explicit knowledge heterogeneity and implicit knowledge heterogeneity—are beneficial to innovation performance when they are to a great extent.Knowledge sharing plays a partially mediating role between knowledge heterogeneity and collaborative innovation performance.It reveals the influence of knowledge heterogene-ity on innovation performance in the innovation team of CASC,aiming to provide a certain reference for the establish-ment and development of CASC’s innovation team.展开更多
Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of kn...Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of knowledge share. Results indicate that knowledge heterogeneity is positively related to knowledge share, the same with knowledge share and knowledge innovation performance. This paper analyzes the results comprehensively and makes recommendations from multiple perspectives including building the knowledge heterogeneous steams, advocating the collaborative spirit, building a knowledge shared platform, improving the organizational structure, and grooming the communication.展开更多
This study develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers' ...This study develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers' innovative behavior can be directly and indirectly influenced by their perceptions of transformational leadership. Knowledge sharing has a mediating effect and followers' psychological capital has a moderating role in the relationship between transformational leadership and followers' innovative behavior. A total of 212 employees from a diverse range of industries filled out questionnaires. Hierarchical linear modeling is used to analyze the relations. Results reveal that transformational leadership produces positive and significant impacts on followers' innovative behavior and this relationship is fully mediated by knowledge sharing. Results also indicate that the positive relationship between transformational leadership and followers' innovative behavior is enhanced only when followers possess high psychological capital. This paper adds to innovation literature by empirically testing the moderating role of psychological capital and the mediating role of knowledge sharing on the link between transformational leadership and followers' innovative behavior. Implications of the findings for theory, research, and practice are discussed.展开更多
文摘To break through the restrictions of traditional organizational forms,systems,and mechanisms and quickly respond to the innovative development requirements of CASC,the innovation team has gradually become a crucial organizational form within CASC.One of the biggest differences between the innovation team and traditional orga-nizational structure lies in knowledge heterogeneity.Existing studies present different conclusions on the relationship between knowledge heterogeneity and innovation performance,which should be analyzed according to specific situ-ations.Therefore,this paper takes the innovation team of CASC as the research object to conduct an empirical study on 186 team members,propose conceptual models and hypotheses,and study the relationship among knowledge heterogeneity,knowledge sharing,and innovation performance.The research results indicate that the two dimensions of knowledge heterogeneity—explicit knowledge heterogeneity and implicit knowledge heterogeneity—are beneficial to innovation performance when they are to a great extent.Knowledge sharing plays a partially mediating role between knowledge heterogeneity and collaborative innovation performance.It reveals the influence of knowledge heterogene-ity on innovation performance in the innovation team of CASC,aiming to provide a certain reference for the establish-ment and development of CASC’s innovation team.
文摘Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of knowledge share. Results indicate that knowledge heterogeneity is positively related to knowledge share, the same with knowledge share and knowledge innovation performance. This paper analyzes the results comprehensively and makes recommendations from multiple perspectives including building the knowledge heterogeneous steams, advocating the collaborative spirit, building a knowledge shared platform, improving the organizational structure, and grooming the communication.
文摘This study develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers' innovative behavior can be directly and indirectly influenced by their perceptions of transformational leadership. Knowledge sharing has a mediating effect and followers' psychological capital has a moderating role in the relationship between transformational leadership and followers' innovative behavior. A total of 212 employees from a diverse range of industries filled out questionnaires. Hierarchical linear modeling is used to analyze the relations. Results reveal that transformational leadership produces positive and significant impacts on followers' innovative behavior and this relationship is fully mediated by knowledge sharing. Results also indicate that the positive relationship between transformational leadership and followers' innovative behavior is enhanced only when followers possess high psychological capital. This paper adds to innovation literature by empirically testing the moderating role of psychological capital and the mediating role of knowledge sharing on the link between transformational leadership and followers' innovative behavior. Implications of the findings for theory, research, and practice are discussed.