Through this research about the relationship between entrepreneur'spiritual capitals and employee creativity,this paper explores the influence mechanism of entrepreneur's spiritual capital on employee creativi...Through this research about the relationship between entrepreneur'spiritual capitals and employee creativity,this paper explores the influence mechanism of entrepreneur's spiritual capital on employee creativity,and constructs a mediating model.The research shows that entrepreneur's spiritual capital has positive predictive effect on employee creativity,and organizational innovation atmosphere plays a partial mediating role between them.展开更多
Existing studies demonstrate that corporate social capital can not only enable a firm to gain access to heterogeneous information and resources, but may also facilitate the establishment of behavioral norms, communica...Existing studies demonstrate that corporate social capital can not only enable a firm to gain access to heterogeneous information and resources, but may also facilitate the establishment of behavioral norms, communication models and mutual-trust platforms with stakeholders in its social network. As a result, corporate social capital drives organizational changes and has the potential to boost business model innovation. This paper recognizes organizational learning as a mediating mechanism that transforms corporate social capital into business model innovation. Using survey data collected from 164 Chinese firms, we tested the relationship between corporate social capital and business model innovation, as well as the mediating effect of organizational learning. Our findings clearly show how corporate social capital flows through organizational leaming efforts to business model innovation.展开更多
This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource manage...This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.展开更多
基金China National Social Science Foundation"The Study of Entrepreneurial Innovation and Its mechanism under the Perspective of Entrepreneur's Spiritual Capital'1(Project NO.15BGL095).
文摘Through this research about the relationship between entrepreneur'spiritual capitals and employee creativity,this paper explores the influence mechanism of entrepreneur's spiritual capital on employee creativity,and constructs a mediating model.The research shows that entrepreneur's spiritual capital has positive predictive effect on employee creativity,and organizational innovation atmosphere plays a partial mediating role between them.
文摘Existing studies demonstrate that corporate social capital can not only enable a firm to gain access to heterogeneous information and resources, but may also facilitate the establishment of behavioral norms, communication models and mutual-trust platforms with stakeholders in its social network. As a result, corporate social capital drives organizational changes and has the potential to boost business model innovation. This paper recognizes organizational learning as a mediating mechanism that transforms corporate social capital into business model innovation. Using survey data collected from 164 Chinese firms, we tested the relationship between corporate social capital and business model innovation, as well as the mediating effect of organizational learning. Our findings clearly show how corporate social capital flows through organizational leaming efforts to business model innovation.
文摘This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.
