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PurposeIntellectual capital includes what employees know and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of using validated routines and protocols (knowledge application), but also as the result of using unproven theories, rumors, colloquial expressions, or sayings (counter-knowledge), which means that organizational memory may enable both the application of good knowledge and the mitigation of counter-knowledge. This study examines the links between a firm's organizational memory, counter-knowledge, knowledge application, and organizational agility.Design/methodology/approachUsing SmartPLS 3.2.8 in a sample of 112 companies, the following questions were addressed: Does the improvement of organizational memory result in the growth of organizational agility? Does the growth of counter-knowledge and knowledge application at the same time hinder the enhancement of organizational agility?FindingsThe results support that organizational memory not only enhances the application of gained knowledge but also allows the spreading of rumors, gossip, and inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the knowledge that emerges from the development in parallel or simultaneous of counter-knowledge and knowledge application provides bad references, which will lead to a degradation of organizational agility.Practical implicationsWhen supporting organizational agility, managers should be conscious of the urgency of counteracting the misuse of counter-knowledge.Originality/valueThese findings make an important contribution to what is potentially a barrier to innovation and creativity, helping managers overcome the problems associated with misunderstandings or wrong assumptions derived from counter-knowledge.

PurposeFrom the decision‐maker's viewpoint, the success of a social responsibility program rests heavily on a corporation's ability to create links in the public consciousness between the CSR activities of an organization and its performance to different stakeholders. However, thinking broadly about CSR outcomes often results in a list that is much too long to be of any practical use. The purpose of this paper is to provide an empirical study to provide understanding as to why business organizations are increasingly engaging in corporate social responsibility issues.Design/methodology/approachThe paper investigates whether CSR initiatives have any impact on six organizational outcomes through an empirical investigation of 100 large firms in the Spanish MERCO (Monitor Español de Reputación Corporativa) using repeated ANOVA measures.FindingsThe results indicate that the benefits of CSR issues fall within five major categories; namely: quality of products and services, global business, innovativeness, corporate culture, and ethical obligations. However, it is surprising to find that CSR had no significant effect on financial soundness.Research limitations/implicationsThe use of admiration can enable stakeholders to develop consensus and creative processes relating to the design of new requirements where CSR activities are incorporated into business activities.Practical implicationsThe implication for management practice is that CSR activities represent a long‐term programme to change, and a proactive way to improve admiration.Originality/valueThe paper shows that social responsibility is not always detrimental to company goals and performance

It is clear from the literature that in situations where organizations and their members face changing environments, it is necessary that mechanisms (learning) exist to capture the new knowledge which enables the firms to address those changes. This article examines the relative importance and significance of the existence of an `open-mindedness context' to the existence and nature of `organizational learning'. We include time as a variable in the analysis and focus on the need to unlearn at a moment (T) in order to learn more efficiently at a moment after (T+1). These relationships are examined through an empirical investigation of 107 Spanish small to medium-sized enterprises (SMEs) within the telecommunications industry. The results indicate that the effects of exploration and exploitation of knowledge at moment T+1 is conditioned by the existence of an `open-mindedness culture' at moment T.

It is clear from the literature that in situations where organizations and their members face changing environments, it is necessary that mechanisms (learning) exist to capture the new knowledge which enables the firms to address those changes. This article examines the relative importance and significance of the existence of an `open-mindedness context' to the existence and nature of `organizational learning'. We include time as a variable in the analysis and focus on the need to unlearn at a moment (T) in order to learn more efficiently at a moment after (T+1). These relationships are examined through an empirical investigation of 107 Spanish small to medium-sized enterprises (SMEs) within the telecommunications industry. The results indicate that the effects of exploration and exploitation of knowledge at moment T+1 is conditioned by the existence of an `open-mindedness culture' at moment T.

AbstractIn the last few years, a trend has been observed that regards teamwork as a fundamental unit for develop learning processes and other production activities. Group learning is thus the bridge between individual and organizational learning. This paper examines the relative importance and significance of some common components of group learning on 'group capital' (i.e. objective and collective knowledge created by teams) and the effects of such capital on the creation of intellectual capital through an empirical investigation of 139 small to medium‐sized enterprises (SMEs) in the Spanish optometry sector using structural equation modelling validated by factor analysis. Copyright © 2005 John Wiley & Sons, Ltd.

Purpose– People live and work in a world where they do not have complete knowledge and, as a result, they make use of rumours, beliefs and assumptions about relevant areas of concern. The term counter-knowledge has been used to refer to knowledge created from unverified sources. The purpose of this paper is to examine the relationship between counter-knowledge and human capital (HC) as well as investigating interactions between absorptive capacity (ACAP) and HC.Design/methodology/approach– A model is tested to examine the relationship between counter-knowledge, HC and the financial performance of 112 companies listed on the Spanish Stock Exchange.Findings– The results are calculated using structural equation modelling. This leads to the main conclusion that while the increasing presence of counter-knowledge leads to a reduction of ACAP and, by extension with HC. However, in the context of the sample, HC has positive effects on firms' performance. Therefore, consideration must be given to the evaluation of the real cost of counter-knowledge or inappropriate assumptions on HC.Practical implications– The key managerial implication of this paper is that management should actively develop an organizational culture which questions the source of any knowledge and favours evidence-based reasoning over reasoning based on "gut instinct", what has worked in the past and reasoning based on rumours and gossip.Originality/value– This paper provides empirical support for the argument that the all so-called "knowledge" generated from the sharing of unverified news is not necessarily good knowledge. Rumours or gossip shared thanks to unverified sources are some examples that illustrate people possibility to create inappropriate or false beliefs via unsupported explanations and justifications.

The current study sets out to investigate the relationships among three interconnected dimensions, that is hiding knowledge by the Government, the realized absorptive capacity (RACAP) and citizen engagement, giving way to a context‐driven approach. Emphasis is laid on the effects engendered by the lack of official information transparency in the critical context of COVID‐19 outbreak at the global level, through the lens of the Spanish example. The relationships among the variables are analyzed by means of an empirical study conducted with 151 Spanish subjects with a view to identify whether the impact of knowledge hiding by the Government on citizen engagement can be mitigated and to acknowledge how the presence of RACAP impacts citizens in limiting the spread of COVID‐19 information disorders.

The main funding source of cultural, sports and recreational activities comes from local governments. The supply of these services creates spillovers between neighboring municipalities. Literature has shown many examples of spatial dependence in spending levels in these budgetary items at small local governments. Although there is general agreement on the presence of spatial dependence in models that explain spending on these items, the sign of the spatial dependence is ambiguous. Some authors show evidence of negative correlation and justify it because the services provided by a municipality are used by their neighbors due to mobility among inhabitants of nearby localities. Other authors find proofs of positive spatial dependence and justify it due to a strong similarity in the behavior of the inhabitants from neighboring municipalities who demand similar expenses for such services. In this paper, using database of the settlement of the Spanish municipalities' budgets, spending is analyzed in cultural, sports and environmental activities of all municipalities in Spain for the period 2010-2012 by SUR (Seemingly Unrelated Regression) methodology. Our results show that both hypotheses are compatible and that the two effects, positive and negative, can occur simultaneously. ; Las entidades locales son la principal fuente de financiación de actividades culturales, deportivas y medioambientales. Aunque hay consenso generalizado sobre la presencia de dependencia espacial en los modelos que explican el gasto en estas partidas, el signo de la dependencia espacial es ambiguo. Algunos autores muestran evidencias de interrelaciones de signo negativo y otros encuentran evidencias de dependencia espacial positiva. En este artículo, utilizando la base de datos de la liquidación de presupuestos de los municipios españoles, se analiza el gasto en actividades culturales, deportivas y medioambientales de todos los municipios de España para el periodo 2010-2012 mediante la metodología SUR (Seemingly Unrelated Regression) en un entorno panel. Nuestros resultados muestran que ambas hipótesis son compatibles y que los dos efectos, positivos y negativos, pueden presentarse de forma simultánea.