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The effect of perceived rewards on radical innovation: the mediating role of knowledge management in Indian manufacturing firms
تأثیر پاداش های درک شده بر نوآوری ریشه ای: نقش واسطه ای مدیریت دانش در شرکت های تولیدی هند-2021 This paper examines the mechanisms through which employees’ perception of rewards influences their radical
innovation. The paper develops and empirically tests a model proposing that perceived rewards influence radical
innovation via the mediating mechanisms of knowledge acquisition and knowledge sharing. Data from three
Indian manufacturing companies were collected using a questionnaire. Responses from 235 employees were
analysed (using structural equation modeling via AMOS27) to examine the links between perceived rewards,
knowledge sharing, knowledge acquisition, and radical innovation. The findings showed that: 1) perceived rewards
had positive and significant relationships with radical innovation, knowledge acquisition, and knowledge
sharing; 2) knowledge acquisition had a positive and significant relation with radical innovation, but knowledge
sharing was not significantly related to radical innovation; and 3) knowledge acquisition mediated the relationship
between perceived rewards and radical innovation. No support was found for the mediating role of
knowledge sharing in radical innovation. The paper examines the overlooked role of perceived rewards in
facilitating knowledge behaviours and radical innovation. In addition, the practices examined in the model are
assessed as perceived by employees, rather than as perceived or intended by managers.
Keywords: HRM | Knowledge acquisition | Knowledge sharing | Mediation | Perceptions | Radical innovation | Rewards | India |
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