Odnos između neformalne mreže dijeljenja znanja i individualnog učenja u organizacijama: koliko je važno strukturiranje aktivnosti?

Capitalizing on organizational network theory, we address the relationship between informal-knowledge-sharing-network characteristics (in-degree and out-degree centrality) and the level of internal and external learning. Specifically, the paper examines differences in the use of various relationships when employees are learning internally or externally and explores the moderating role of the perceived organic structuring of activities. The results show the employees resort to informal-knowledge-generating relationships (informal in-degree) to obtain knowledge internally, whereas, when learning externally, employees rely on informal- -knowledge-sharing relationships (informal out-degree) to disseminate the knowledge they obtain from outside the organization. The anticipated moderating role of the organic structuring of activities is not confirmed, holding important implications for both theory and practice.Na temelju teorije organizacijskih mreža istražen je odnos između obilježja neformalne mreže dijeljenja znanja (unutarnji i vanjski stupanj centralnosti) i stupnja unutarnjeg i vanjskog učenja kod zaposlenika. Specifično, rad ispituje razlike u upotrebi mreže dijeljenja znanja u situaciji kad zaposlenici uče iz unutarnjeg ili vanjskog izvora te istražuje moderatorski utjecaj percipiranoga organskog strukturiranja aktivnosti. Rezultati pokazuju da se zaposlenici koriste neformalnim unutarnjim vezama za interno učenje, odnosno oslanjaju se na neformalne vanjske veze za vanjsko učenje i diseminaciju znanja. Očekivana moderirajuća uloga organskoga strukturiranja aktivnosti nije potvrđena, što nudi važne implikacije za teoriju i praksu

Expatriates managers' cultural intelligence as promoter of knowledge transfer in multinational companies

This study analyzes the role of the Cultural Intelligence (CQ) of expatriate managers in the processes of Conventional (CKT) and Reverse Knowledge Transfer (RKT) in Multinational Companies (MNCs). The Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique was adopted to analyze the data from a survey of 103 senior expatriate managers working in Croatia. The study reveals how CQ, in all of its four dimensions (metacognitive, cognitive, behavioral, and motivational), acts as a knowledge de-codification and codification filter, assisting managers in the Knowledge Transfer process. The study also reveals how previous international experience does not moderate the positive effect of CQ on both CKT and RKT, offering important theoretical and practical insights to support MNCs in the KT process

Diversity, climate and innovative work behavior

Purpose The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB. Design/methodology/approach Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts. Findings Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB. Research limitations/implications A cross-sectional single-source data set. Practical implications From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB. Originality/value This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment

Leadership-promoted diversity climate and group identification

Purpose: Besides diversity\u27s positive effects, groups of "we" against "them" may form in accordance with social categorization theory, showing diversity\u27s negative consequences. The authors aim to reconcile these results and examine their boundary conditions. Design/methodology/approach: The authors studied 584 working professionals from five contexts (transnational companies dealing with multicultural interactions) and analyzed data using moderated-mediation procedures. Findings: A leader-promoting diversity climate plays a crucial role in moderating the negative relationship between perceived dissimilarity and group identification, which is mediated by value dissimilarity. Originality/value: This study mainly contributes by treating dissimilarity as a multicomponent construct, emphasizing the crucial differences embodied in various conceptualizations of dissimilarity - namely visible and value dissimilarity. For dissimilarity to result in group identification, the results highlight leaders\u27 crucial role, beyond that of organizations and individuals, in stimulating a diversity-embracing climate in work units