Evidence of the effects of psychological capital on the transfer of knowledge from accounting students to business organizations

Entrepreneurs’ Level of Awareness on Knowledge Management for Promoting Tourism in Nepal

Managing knowledge in the field of tourism and the hospitality industry will carry significant importance as most people are not aware of knowledge management (KM) implications. As the importance of knowledge management is not well captured in the tourism sector of Nepal, this study aims to identify the awareness level of knowledge management among the tourism entrepreneurs in Nepal and suggest managerial implications for the same. The primary data were collected through 276[Formula: see text]questionnaire surveys. Tourism entrepreneurs saw the benefits of KM for tourism development despite the costs and challenges it poses. Awareness of knowledge management of entrepreneurs differs according to the people, process, technology, organization structure, and the organization culture dimension. It was further influenced by the demographic characteristics of the tourism entrepreneurs. Enterprises are in more need of knowledge management awareness and several amendments in tourism development policies and programs. Therefore, this study recommends increasing entrepreneurs’ awareness of knowledge management by the joint effort of tourism enterprises and the Nepal Tourism Board. Various knowledge management seminars (integrating tourism experts with tourism entrepreneurs) and training programs should be conducted to manage knowledge effectively.

Team psychological capital and innovation: the mediating of team exploratory and exploitative learning

Purpose

The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation.

Design/methodology/approach

A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling.

Findings

The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation.

Practical implications

The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members.

Originality/value

This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.