Relational quality and innovative performance in R&D based science and technology firms

By M. Thompson, Paul Heron. 2006

132 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6d92b61cb74400f905ee09b79df30830213fae34

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In Communication

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “…(Cabello-Medina et al., 2011), such as the willingness of R&D employees to share knowledge with others, or the quality of exchange relationships with coworkers, which have been demonstrated to be important for sharing information, ideas and feedback (Thompson and Heron, 2006; Liu et al., 2011).”
Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation (2019, background): “…prior empirical research has yielded contradictory findings on the relationship between affective commitment and employee innovation (Vinarski-Peretz, Binyamin, & Carmeli, 2011), with some studies finding positive effects and others reporting non-significant effects (e.g., Thompson & Heron, 2006).”
Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership (2019, background): “…and advice relevant to the task (Qu & Liu, 2017; Srivastava, Bartol, & Locke, 2006), can promote creativity and innovation by facilitating knowledge flow and exchange between team members (Ancona & Caldwell, 1992; Kim, Im, & Slater, 2013; Spencer, 2003; Thompson & Heron, 2006; Tsai, 2001).”
Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, unknown): “Thompson and Heron (2006) argue that commitment mediates the relationship of psychological settings and KM behaviour.”
Fostering innovative behaviour: the importance of employee commitment and organisational citizenship behaviour (2013, background): “Thompson and Heron (2006) postulate that an employee’s affective commitment to the organisation will impact on their propensity to share knowledge and be innovative.”
Corporate Social Responsibility and Firm Financial Performance: The Mediating Role of Productivity (2016, background): “First, CSR activities enable firms to forge strong relationships with key stakeholders, and such relational capital greatly enhances the capacity to create new technologies, develop new products, and penetrate new markets (Thomson and Heron 2006; Tsai and Ghosha 1998; Chan et al. 1997).”