Browsing Management and Law by Author "Pillai, Kishore G."
Differential moderating effects of strategic and operational reconfiguration on the relationship between open innovation practices and innovation performanceOvuakporie, O.D.; Pillai, Kishore G.; Wang, Chengang; Wei, Y. (2021-01)This paper examines the relationship between open innovation (OI) practices (inbound and coupled) and innovation performance in service firms. Specifically, it invokes a dynamic capabilities perspective to propose the differential moderating effects of two forms of reconfiguration capabilities, strategic reconfiguration capability (SRC) and operational reconfiguration capability (ORC), on the focal relationship. Based on a sample of service sector firms drawn from the UK Community Innovation Survey, our analysis shows the positive combinative effects of SRC and coupled OI on radical innovation outcomes and those of ORC and coupled OI on incremental innovation outcomes. The findings of differential moderating effects underscore the need to assess the boundary conditions within which OI positively impacts on innovation outcomes and offer insights to managers on the importance of strategic and operational reconfiguration capabilities for achieving better innovation outcomes from OI practices.
The negative effects of social capital in organisations: a review and extensionPillai, Kishore G.; Hodgkinson, Gerard P.; Kalyanaram, G.; Nair, S.R. (2016)Numerous studies have examined the positive effects of social capital in organizations, whereas the possible negative effects have attracted considerably less scholarly attention. To rectify this imbalance, this paper first undertakes a rigorous review of the published scholarly empirical evidence pertaining to the negative effects of social capital in organizations through a search of Web of Knowledge and Scopus, and then enumerates six potentially negative effects arising from increased levels of social capital. Our analysis focuses on negative effects arising from bonding social capital and those arising from dense networks and closure, advancing new theory to elucidate the generative mechanisms that give rise to the proposed negative effects. Finally, we identify potential moderators of the negative effects thus theorized. Using the lens of social identification theory, we argue that dysfunctional identification processes restrict the processing of information and stimulate over commitment to established relationships, diluting in turn the dialectical process, and inhibiting individual learning within organizations, culminating in groupthink, the postponement of structural adjustments, the non-rational escalation of commitment, and the blurring of firms’ boundaries. Our analysis thus furthers the agenda of a more balanced inquiry into the effects of social capital in organizations.