Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership

2016 ◽  
Vol 44 (5) ◽  
pp. 1819-1847 ◽  
Author(s):  
Yuan Jiang ◽  
Chao C. Chen
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Mediation Process ◽  
Innovative Performance ◽  
Team Innovation ◽  
Integration Mechanism ◽  
Collective Innovation ◽  
Knowledge Intensive ◽  
Functional Areas ◽  
The Relationship

We conducted two studies to explore integrative, knowledge-centered team mechanisms through which transformational leadership affects team innovative performance. In the first study, using temporarily assembled project teams working on knowledge-intensive tasks, we found that transformational leadership promoted within-team knowledge sharing and team innovative performance through an integration mechanism manifest as team cooperative norms, and such a mediation process was significant even after controlling for another mediation process of team autonomy. In the second study, using permanent work teams in various functional areas, we replicated the integrative mechanism and associated transformational leadership with external team knowledge acquisition, which further moderated the relationship between knowledge sharing and innovation. Our findings point to the importance of the integration function of transformational leadership in enhancing collective innovation.

scholarly journals Human Resource Practice Management for Knowledge Intensive Team: IMPACT on Team Innovation Performance and Substitution Effect of Empowerment Leadership

2021 ◽  
Vol 13 (9) ◽  
pp. 4801
Author(s):  
Zhen Han ◽  
Hao Ren ◽  
Shiyu Yang ◽  
Yuhang Han
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Management Practice ◽  
Substitution Effect ◽  
Human Resource Management Practice ◽  
Team Innovation ◽  
Knowledge Intensive ◽  
The Relationship

As an important factor in society development, human resource management is crucial to enhance the effectiveness of an organization. In this paper, the research focuses on the human resource management practice in knowledge-intensive teams, and studies the relationship between knowledge sharing and team innovation performance in combination with the practice of ability improvement, opportunity improvement and motivation improvement, aiming at verifying the various research hypotheses, practical policy suggestions are proposed to improve the enterprises management. A leadership substitution model is used to introduce empowerment leadership as the boundary condition to the analysis framework, and the regulatory effect of the empowerment leadership on human resource management practice and team knowledge sharing are discussed through the method of empirical analysis. The analysis results showed the substitution effect between cross-level empowerment leadership and human resource management practice and proved an alternative role between human resource management practice and empowerment leadership in a knowledge-intensive team, which provides a preliminary research basis for later research. The results fully demonstrate that for knowledge-intensive teams, more targeted human resource management practice is needed as the theoretical support. Based on leadership substitution theory, this study explored the relationship between human resource practice and innovation, trying to extend the reverse effect of leadership substitution theory. A cross-layer model is discussed as the paper distinguished implementation of human resource management practices and perceived human resource management practice.

scholarly journals The impact of transformational leadership on individual academy performance through knowledge sharing

2021 ◽  
Vol 9 (2) ◽  
pp. 465-480 ◽  
Author(s):  
Thi Minh Thu Vu ◽  
Khashayar Yazdani
Keyword(s):  
Higher Education ◽  
Social Support ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

The objective of this paper is to evaluate the impact of transformational leadership on individual academy performance through knowledge sharing, organizational learning, organizational commitment in higher education Vietnam. The study conducts the research on 500 lecturers at 10 universities in Vietnam. The study uses Smart pls 3.6 software to analyze the data. The results show that transformational leadership had a positive effect on knowledge sharing, organizational learning and organizational commitment. Ultimately, employee engagement and social support play a moderate role in the relationship between transformational leadership and knowledge sharing statistically. However, organizational learning and organizational commitment did not play any mediate role on the relationship between transformational leadership and knowledge sharing.

scholarly journals EFFECT OF MANAGEMENT INNOVATION, TRANSFORMATIONAL LEADERSHIP, AND KNOWLEDGE SHARING ON MARKET PERFORMANCE OF INDONESIAN CONSUMER GOODS COMPANY

2021 ◽  
Vol 19 (2) ◽  
pp. 424-434
Author(s):  
Agus Purwanto ◽  
◽  
John Tampil Purba ◽  
Innocentius Bernarto ◽  
Rosdiana Sijabat ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Consumer Goods ◽  
Market Performance ◽  
Consumer Good ◽  
Mediating Effect ◽  
Management Innovation ◽  
Leadership Management ◽  
Innovation Knowledge ◽  
The Relationship

Transformational leadership greatly influences the management innovation and market performance of consumer good companies enterprises. According to the survey data about 244 employees of consumer goods companies, an empirical study was conducted on the relationship between transformational leadership, management innovation, knowledge sharing, market performance of consumer good companies enterprises, and analysis was made on the mediating effect of management innovation and knowledge sharing. The results showed that knowledge sharing has no significant effect on the market performance of consumer goods companies. Management innovation has not a significant effect on the market performance of consumer goods companies. Transformational leadership has no significant effect on the knowledge sharing of consumer goods companies. Transformational leadership has a significant effect on management innovation of consumer goods. Transformational leadership has no significant positive effect on the market performance of consumer goods companies.

Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui Lei ◽  
Linnan Gui ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Emerging Countries ◽  
Frugal Innovation ◽  
Content Type ◽  
Knowledge Resources ◽  
The Relationship ◽  
Tacit And Explicit Knowledge

Purpose Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing. Design/methodology/approach The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms. Findings Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost. Research limitations/implications To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation. Practical implications The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources. Originality/value This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

2020 ◽  
Vol 21 (6) ◽  
pp. 1153-1183 ◽  
Author(s):  
Sarra Berraies ◽  
Rym Lajili ◽  
Rached Chtioui
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Sharing ◽  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Enterprise Social Networks ◽  
Knowledge Intensive ◽  
The Relationship

PurposeThe objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.Design/methodology/approachA quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.FindingsResults highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.Originality/valueOn the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

scholarly journals THE MEDIATING EFFECT OF PROACTIVE KNOWLEDGE SHARING AMONG TRANSFORMATIONAL LEADERSHIP, COHESION, AND LEARNING GOAL ORIENTATION ON EMPLOYEE PERFORMANCE

2021 ◽  
Vol 22 (2) ◽  
pp. 470-481
Author(s):  
Layaman Layaman ◽  
Pahlawansjah Harahap ◽  
Indi Djastuti ◽  
Aan Jaelani ◽  
Diana Djuwita
Keyword(s):  
Transformational Leadership ◽  
Data Collection ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Employee Performance ◽  
Theoretical Models ◽  
Mediating Effect ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
The Relationship

The background of this study is based on the controversial relationship between transformational leadership and employee performance. Empirical and theoretical models resolve the controversy by building a new concept based on proactive knowledge sharing. The study established the influence of transformational leadership, cohesion and learning goal orientation on proactive knowledge sharing and employee performance. A total of 7 hypotheses were developed to solve the study problem, while purposive sampling was used in data collection. The respondents consisted of 6 employees of Sharia Banking in Indonesia. The SEM results indicate that five hypotheses were significant, while 2 were insignificant. Furthermore, proactive knowledge sharing strongly mediates the relationship between the studied variables. These results confirm the withdrawal of the new concept in improving employee performance.

scholarly journals Understanding the Relationship of Age, ICT Literacy and Knowledge Sharing among Faculties

2019 ◽  
Vol 8 (2) ◽  
pp. 729-732
Keyword(s):  
Knowledge Sharing ◽  
Demographic Variable ◽  
Total Sample ◽  
Ict Literacy ◽  
Literacy Knowledge ◽  
Information And Communication ◽  
Convenience Sampling ◽  
Knowledge Intensive ◽  
Relationship Of ◽  
The Relationship

Information and Communication Technology (ICT) is a buzz word in each and every walk of life. Everything nowadays is amalgamated with the proficient use of ICT and not surprisingly the engineering teaching institutes are one among them. It is the need of the time that the engineering faculties should be well-equipped with the ICT literacy. ICT literacy can depend on a number of variables and age; an important demographic variable no doubt can affect the faculties ICT Literacy (knowledge, access and competence). In the meantime, being ICT literate is not sufficient for a knowledge intensive sector like engineering institutes, it is also how well the faculties share this knowledge in the organization with other stakeholders. In this backdrop this study is a descriptive study with an objective to know the relationship of age with the ICT literacy and Knowledge Sharing (KS) behaviour of the faculties teaching in the engineering institutes. A total sample size of 230 is collected from the five eastern states of India, through online convenience sampling method. The descriptive and correlational analysis showed that although age has significant and positive relationship with knowledge of ICT but it doesn’t have any significant relationship with the ICT literacy and KS behaviour in the institutes

Organizational learning through transformational leadership

2016 ◽  
Vol 23 (4) ◽  
pp. 232-248 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Muhammad Ilyas ◽  
Usman Aslam ◽  
Ubaid-Ur-Rahman Ubaid-Ur-Rahman
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Process Capability ◽  
Management Process ◽  
Intensive Culture ◽  
Content Type ◽  
Knowledge Intensive ◽  
The Relationship

Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

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