Salih Zeki Ozdemir

Purpose: This study aims to propose dual moderating roles of organizational unlearning in shaping the network drivers and the performance outcomes of interfirm knowledge transfer. First, the authors examine the moderating effect of unlearning on two key network drivers, structural network (measured as centrality) and relational network (measured as tie strength), on knowledge transfer. Second, the authors examine the moderating effect of unlearning on the relationship between knowledge transfer and firm performance. Design/methodology/approach: To test the two proposed moderating models, the authors collected a unique data set comprising the entire sociometric network of 42 petroleum wholesalers in Tanzania and analyzed the survey data using moderated regression analyses. Findings: The results support the authors’ hypotheses. Specifically, organizational unlearning weakens the effect of tie strength but strengthens the effect of centrality on knowledge transfer. Moreover, organizational unlearning amplifies the positive effect of knowledge transfer on firm performance. Originality/value: By theorizing unlearning as a critical boundary condition, the authors show that it shapes when and how network drivers influence knowledge transfer and its performance consequences. In doing so, this study deepens our understanding of the network mechanisms underlying knowledge transfer and reveals the opposing moderating effects of unlearning on network drivers and knowledge transfer, which prior research has largely overlooked.

We examine the performance efficacy of simple rules usage and investigate two relevant contingenciesenvironmental uncertainty and R&D intensity-of the simple rules usage-performance relationship. Our theorizing aligns with research that conceptualizes simple rules as a managerial technique that provides direction to, and guidance for, organizational members. We analyze a two-wave survey dataset of 267 US-based firms to empirically evaluate our hypotheses. Our analysis reveals that simple rules usage is positively associated with organizational performance. Results further indicate that R&D intensity positively moderates the simple rules usage-performance relationship. Contrary to widely-held expectations of the literature, we do not find support for the moderating role of environmental uncertainty in the simple rules usage-performance relationship. Overall, our investigation contributes to the literature by establishing explicit relationship hypotheses, presenting a measure of simple rules usage with broadspectrum applicability, and exploring two key boundary conditions-contextual contingencies-of simple rules usage.

Purpose: The timeliness and quality of information provided to board members are crucial for them to effectively monitor and advise a firm. This study examines the influence of board composition and structure on (1) the board’s actions to mitigate the information asymmetry problem by implementing enterprise information systems (EIS) and (2) the board of directors’ awareness of information asymmetry, their perception of its causes and their efforts to address it.Design/methodology/approach: Our research employs a mixed-methods approach. First, using data from 115 publicly listed Chinese companies, we empirically assess the likelihood of top-level EIS modules adoption at the firm level. Subsequently, through 23 semi-structured interviews, we aim to gain deeper insights into the behavioral motivations behind directors’ attempts to reduce information asymmetry.Findings: The study reveals that boards with a higher number of independent directors or with a strategy committee – indicative of a greater concern regarding information asymmetry problems – are more inclined to adopt top-level EIS modules. Additionally, we identify three primary sources of information asymmetry that directors consider significant in prompting the adoption of top-level EIS modules to alleviate perceived information asymmetry.Originality/value: This study contributes to both the corporate governance and information systems literature. The implementation and utilization of EIS at the board level have not been extensively explored previously. Moreover, while the issue of information asymmetry at the board level is recognized as a critical governance challenge, the ways in which directors perceive and address this issue remain largely unknown. Our research seeks to illuminate this relatively less-explored area.

How does the innovation process of small and medium-sized enterprises (SMEs) unfold, and how do SMEs manage the innovation process? These are important questions to answer because the context of SMEs presented unique benefits and challenges for innovation to occur. In this study, we interviewed owner managers and senior managers of 31 Australian SMEs about their innovation process and analyzed the data using NVivo. We delineated 10 managerial activities during SMEs’ innovation process: listening, searching, problematizing, challenging, choosing, steering, inspiring, communicating, resourcing, and tracking. Furthermore, we found that SMEs develop a dynamic capability of reflecting based on these activities and rely on employee involvement to resolve the conflicts arising from them. This article enriches our understanding on how dynamic capabilities and employee involvement contribute to the innovation process of SMEs. JEL Classification: L2, M1, O3

Why do some potential entrepreneurs promptly engage in entrepreneurial behavior while others do not pursue their entrepreneurial intentions or delay acting? This study investigated whether potential entrepreneurs’ mindset shapes engaging in entrepreneurial behavior and the time until they do so. Over a 16-month period, holding more of a growth (vs. fixed) mindset positively predicted taking various entrepreneurial actions and doing so sooner. Interestingly, these effects vanished when individuals faced a less challenging context for entrepreneurship. Post-hoc exploratory analyses revealed that the COVID-19 pandemic magnified the impact of mindsets on entrepreneurial behavior. These findings pave the way for preliminary research on the viability of growth mindset interventions for fostering entrepreneurial behavior.

Entrepreneurs have two key aims in managing their ego–networks: extending reach to valuable resources and facilitating resource acquisition. This study provides a synthesis of the brokerage, cohesion, and embeddedness literatures to develop and present a multilevel theoretical framework and analytical model that treat both aims jointly. It makes three contributions. First, it highlights a trade–off that entrepreneurs face in allocating their available networking time and energy while pursuing these two aims. Second, it explores the central role of two types of embeddedness—relational and structural—in resolving this trade–off. Third, it helps entrepreneurs decide when to embed a particular dyadic connection relationally or structurally. We show that entrepreneurs can better balance their dual aim by structurally embedding some ties rather than trying to relationally embed all. The resultant network is one that meshes characteristics of brokerage and cohesive ego–network structures.

Continual increase in the complexity of technologies and innovations has resulted in actors, i.e. individuals or organizations, becoming more dependent on other actor’s knowledge and skills to complement their own skills in the innovation process. As a result, networks have become more and more prominent in affecting the innovation process. Conceptualizing innovation as a search and learning process that results in a successful product, we introduce a two-phase model of collective innovation that accounts for the deliberateness of the innovation process. Using agent-based modeling, we explore how interaction structure among a group of actors affects the speed at which the group can collectively innovate. In addition, we present results from counterfactual simulations to highlight the importance of deliberate search and changing realized connections in modeling collective innovation process. Moreover, we discuss the effects of the structure under different mechanisms of learning and different levels of actor’s learning capabilities.