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Abstract
In this article, we explore the different roles that knowledge sharing and exploitative learning play in employees’ innovative behaviour, and investigate the different moderating effects of employees’ espoused national cultural values on the relationship between exploitative learning and innovative behaviour in the Chinese IT-enabled global service firms with different ownerships. We propose a theoretical model to characterize these antecedents of innovative behaviour. A structured research survey was conducted and data were collected from a sample of 484 full-time employees in 3 IT-enabled global service firms in the PRC. Results indicate that knowledge sharing is positively associated with innovative behaviour in multinational corporations and private IT-enabled global service; espoused power distance has a significant positive moderating effect on exploitative learning–innovative behaviour relationship in state-owned and private firms; espoused collectivism has a significant moderating effect only in state-owned firms in China. Last, we explore the implications of our findings for theory and practice of innovation.
Acknowledgements
The authors thank the administrative staff in Beijing Zhongguancun Software Park and Xi’an Software Park who helped us with the arrangements for our interviews and surveys. We appreciate our respondents who answered our questionnaires.
Funding
This research is supported by the National Natural Science Foundation of China through [grant number 71271164]; Humanities and Social Science Talent Plan in Shaanxi through [grant number ER42015060002], and partially supported by the Soft Science Research Program in Xi’an through [grant number BD33015060002].