ABSTRACT
PurposeLittle is known about when younger employees' intergenerational knowledge transfer (IGKT) – behaviors of acquiring knowledge from older employees – improves their innovative work behaviors (IWB), especially in hospitals. Taking into consideration the moderating roles of individual absorptive capacity (AC) and organization size, this study aims to develop a theoretical model to account for the associations of both online and offline IGKT with younger employees' IWB.Design/methodology/approachThe model was tested with a survey of 202 Chinese younger doctors (40 years old and below). Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data.FindingsThe results showed that both online IGKT and offline IGKT have significant positive relationships with younger doctors' IWB. Individual AC can strengthen the relationship between offline IGKT and IWB, and organization size can weaken the relationship. However, both individual AC and organization size do not significantly moderate the relationship between online IGKT and IWB.Originality/valueThe findings extend the understanding and application of individual-level knowledge-based view and media synchronicity theory by exploring the relationship of knowledge acquisition from older doctors through both online and offline communication channels with younger doctors' IWB.
ABSTRACT
The purpose of the study is to investigate the role that knowledge creation and knowledge transfer processes play in family firm intergenerational succession in Thailand. An exploratory qualitative case study approach is used. Interviews were conducted with successors and predecessors of small, medium and large Thai firms that have undergone leadership succession within the past five years (30 firms, for n = 60 interviews). Data were analyzed using a qualitative content analysis approach. There were 16 different knowledge approaches identified that are undertaken by the successor. These processes are commonplace to firms, including formal and informal, internal and external processes of knowledge creation and transfer. Most of these occur at different stages of preparation for succession (pre-succession, transition and succession stages). While some knowledge approaches are used across firms, others are specific to small or large firms. These knowledge approaches and stages were used to develop a knowledge process model for family firm succession. The research develops an original model of the knowledge processes associated with family firm succession. This model, which incorporates a staged succession model with the knowledge processes identified, explains how and why knowledge creation and transfer occur during the succession process.