TY - JOUR
T1 - Grassroot processes of knowledge sharing to build social innovation capabilities
AU - Fait, Monica
AU - Magni, Domitilla
AU - Perano, Mirko
AU - Farina Briamonte, Massimiliano
AU - Sasso, Pasquale
PY - 2023
Y1 - 2023
N2 - Purpose This study aims to offer an empirical analysis to identify the relation between the adoption of knowledge management practices and the improvement of social innovation capabilities as an outcome of the knowledge sharing. Specifically, social innovation capabilities are triggered by knowledge-sharing enablers, such as intrinsic and extrinsic socially driven motivations. Design/methodology/approach Based on a sample from 300 nonprofit organizations, the study explains causal relationships in terms of the multiplicity of triggers that act on a social innovation capability. The research applied the partial least squares structural equation modeling (PLS-SEM) method through SmartPLS 3.3 software. Data are collected from an online survey and highlight the employees' and volunteers' boost in nonprofit organizations to seek positive social change as a priority goal of their business model. Findings The results support the existence of a direct and positive relationship between knowledge-sharing enablers (i.e. intrinsic and extrinsic socially driven motivations), the mechanism of the formation of knowledge-sharing behaviors (an inside-out and outside-in process) and social innovation capabilities. Research limitations/implications The study combines the open innovation framework with social innovation activities and investigates the role of knowledge sharing in the building of social innovation capabilities. To the best of the authors' knowledge, the paper is the first attempt to describe a synergic framework, including open innovation literature, social innovation capability and knowledge-sharing processes. Originality/value This paper is a part of the research stream that focuses on the processes of distribution of knowledge flows along the boundaries of the organization. Thus, this study broadens the field of knowledge management and social innovation initiatives.
AB - Purpose This study aims to offer an empirical analysis to identify the relation between the adoption of knowledge management practices and the improvement of social innovation capabilities as an outcome of the knowledge sharing. Specifically, social innovation capabilities are triggered by knowledge-sharing enablers, such as intrinsic and extrinsic socially driven motivations. Design/methodology/approach Based on a sample from 300 nonprofit organizations, the study explains causal relationships in terms of the multiplicity of triggers that act on a social innovation capability. The research applied the partial least squares structural equation modeling (PLS-SEM) method through SmartPLS 3.3 software. Data are collected from an online survey and highlight the employees' and volunteers' boost in nonprofit organizations to seek positive social change as a priority goal of their business model. Findings The results support the existence of a direct and positive relationship between knowledge-sharing enablers (i.e. intrinsic and extrinsic socially driven motivations), the mechanism of the formation of knowledge-sharing behaviors (an inside-out and outside-in process) and social innovation capabilities. Research limitations/implications The study combines the open innovation framework with social innovation activities and investigates the role of knowledge sharing in the building of social innovation capabilities. To the best of the authors' knowledge, the paper is the first attempt to describe a synergic framework, including open innovation literature, social innovation capability and knowledge-sharing processes. Originality/value This paper is a part of the research stream that focuses on the processes of distribution of knowledge flows along the boundaries of the organization. Thus, this study broadens the field of knowledge management and social innovation initiatives.
KW - Social innovation
KW - Social-driven motivations social innovation capabilities
KW - Knowledge management processes
KW - Social innovation
KW - Social-driven motivations social innovation capabilities
KW - Knowledge management processes
UR - http://hdl.handle.net/10807/298497
U2 - 10.1108/JKM-04-2022-0338
DO - 10.1108/JKM-04-2022-0338
M3 - Article
SN - 1367-3270
VL - 27
SP - 1390
EP - 1408
JO - Journal of Knowledge Management
JF - Journal of Knowledge Management
ER -