Knowledge network capability and organizational innovation: Network position transition and ambidextrous innovative behaviors as mediators

• Xing Tong

  Tongji University

• Xiaomeng Han

  Shandong Administration Institute

In this study we examined the influence of knowledge network capability on organizational innovation. Drawing on organizational network theory and taking a knowledge-based view, we proposed ambidextrous innovation behavior and network position transition as mediators to clarify the underlying mechanisms of the effect of knowledge network capability on organizational innovation. Furthermore, we proposed knowledge base as a boundary variable to understand its interplay with knowledge network capability in regard to organizational innovation. Participants were 265 senior managers of recently established high-tech enterprises in China. Consistent with our predictions, the results show there was a positive relationship between knowledge network capability and ambidextrous innovation behavior, and network position transition mediated this relationship. In addition, the results suggest that knowledge base can strengthen the direct effect of knowledge network capability on organizational innovation. Our findings enrich the literature on knowledge networks and innovation, and provide important implications for enterprises to innovate by employing knowledge network capability.

1. Xing Tong, Tongji University
   School of Economics and Management
2. Xiaomeng Han, Shandong Administration Institute
   Communist Party of China Shandong Provincial Party School

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