scholarly journals The Influence of Transformational Leadership and Knowledge Management on Organizational Performance through Knowledge Sharing at SPK SD Kinderfield Duren Sawit, Jakarta

2020 ◽  
Vol 7 (12) ◽  
pp. 114-122
Author(s):  
Martha Roma Uli ◽  
Bomer Pasaribu ◽  
Partogi Samosir
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

scholarly journals Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practice ◽  
Academic Staff ◽  
Team Work ◽  
Knowledge Management Practice ◽  
Ordinal Logistic Regression Analysis ◽  
Jimma University

This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

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.

scholarly journals How effective leadership of knowledge management impacts organizational performance

2019 ◽  
Vol 36 (1) ◽  
pp. 30-38 ◽  
Author(s):  
Mostafa Sayyadi
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Technology Use ◽  
High Performance ◽  
Transformational Leaders ◽  
Internal Resources ◽  
Information Technology Use ◽  
Current Article ◽  
High Performance Organization

The current article shows how transformational leadership influences knowledge management to improve organizational performance through better use of a firm’s internal resources. Transformational leaders not only directly impact knowledge management, they also foster more effective strategy implementation and information technology use, which positively contribute to the effectiveness of knowledge management as a driver of organizational performance. This study contributes to the literature by exploring a framework upon which to continue developing a more comprehensive understanding of the relationships between transformational leadership, knowledge management, a firm’s internal resources, and organizational performance. Furthermore, the current article contributes to the practice of management by identifying ways in which managers can build a high-performance organization through leadership and knowledge management.

scholarly journals Pengaruh Kepemimpinan Transformasional dan Manajemen Pengetahuan terhadap Kinerja Organisasi: Organisasi Pembelajaran sebagai Mediator

Owner ◽  
2022 ◽  
Vol 6 (1) ◽  
pp. 160-175
Author(s):  
Indra Muis ◽  
Puji Isyanto
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Learning Strategies ◽  
Learning Organization ◽  
Private Universities ◽  
Partial Least Square ◽  
Least Square ◽  
West Java ◽  
Positive Effect

This study aims to explain the implementation of transformational leadership, knowledge management, learning organization, and organizational performance at private universities in West Java province and examine the effect of transformational leadership and knowledge management on organizational performance mediated by learning organization. The unit of analysis is the head of a private university campus in West Java Province, Indonesia. Respondents were 38 rectors and vice rectors from 59 private universities and the sampling technique is simple random sampling. Data are analyzed by using Partial Least Square (PLS) technique. The results show that all the measured independent variables and the mediator have very good values, but the dependent variable has good values ??and is still needed to be improved. In addition, transformational leadership and knowledge management have a significant and positive effect on learning organization. Learning organization also has a significant and positive effect on organizational performance. It can be concluded that all higher education leaders need to apply transformational leadership, knowledge management and learning organizations to improve their organizational performance. Leaders at the university level need to encourage all employees to develop learning strategies and provide learning opportunities for their employees. In addition, they also need to develop open discussion and communication between employees so that employees can share knowledge and skills to solve problems they face in doing their jobs.

Collaborative Synergy and Leadership in E-Business

2011 ◽  
pp. 1350-1374
Author(s):  
Kenneth David Strang
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Path Model ◽  
Future Research ◽  
Leadership Theories ◽  
Team Collaboration ◽  
Stakeholder Satisfaction ◽  
Industry Study ◽  
Organization Boundaries

Logically, it makes sense that organizations can be successful if their employees collaborate effectively, in a synergistic manner. Economically, e-businesses around the world leverage the Internet for efficient collaboration while in parallel many companies now use enterprise applications for process automation and knowledge sharing. From a human resource perspective, it is argued professionals must inspire and influence their e-business teams to virtually collaborate and synergize across physical organization boundaries using transformational leadership principles. Rationally, investors in e-business need proof that applying knowledge sharing and transformational leadership theories will facilitate team collaboration and synergy and therefore improve organizational performance. Empirically, this e-business industry study develops a statistically significant path model using multivariate linear regression (n=3995), revealing transformational leadership and knowledge sharing factors are mediated by a latent construct of collaborative synergy, which predicts project performance and stakeholder satisfaction. Rival theories are evaluated to stimulate future research.

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