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

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

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Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Frontiers in Psychology ◽

10.3389/fpsyg.2020.577106 ◽

2020 ◽

Vol 11 ◽

Author(s):

Cai Li ◽

Sheikh Farhan Ashraf ◽

Fakhar Shahzad ◽

Iram Bashir ◽

Majid Murad ◽

...

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Structural Equation ◽

Dynamic Capabilities ◽

Management Practices ◽

Equation Model ◽

Opportunity Recognition ◽

Mediating Effect ◽

Knowledge Management Practices ◽

The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

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Knowledge management, problem solving and performance in top Italian firms

Journal of Knowledge Management ◽

10.1108/jkm-03-2016-0113 ◽

2017 ◽

Vol 21 (2) ◽

pp. 355-375 ◽

Cited By ~ 37

Author(s):

Daniele Giampaoli ◽

Massimo Ciambotti ◽

Nick Bontis

Keyword(s):

Knowledge Management ◽

Problem Solving ◽

Firm Performance ◽

Organizational Performance ◽

Management Practices ◽

Management Problem ◽

Creative Problem Solving ◽

Content Type ◽

Knowledge Management Practices ◽

Creative Problem

Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

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Linking knowledge management practices and the organizational performance of Pakistan’s telecommunication

Management Science Letters ◽

10.5267/j.msl.2012.09.016 ◽

2012 ◽

Vol 2 (8) ◽

pp. 2929-2938 ◽

Cited By ~ 3

Author(s):

Syed Muhammad Ali ◽

Abdul Qadus ◽

Adnan Waseem ◽

Khalid Zaman

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Management Practices ◽

Knowledge Management Practices

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Direct effects of knowledge management practices on organizational performance

Business Information Review ◽

10.1177/0266382120909073 ◽

2020 ◽

Vol 37 (1) ◽

pp. 30-37

Author(s):

Edwin Alexander Henao-García ◽

Nelson Lozada ◽

Jose Arias-Pérez

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Structural Equation ◽

Management Practices ◽

Equation Modeling ◽

Feedback Systems ◽

Nonfinancial Performance ◽

Knowledge Management Practices ◽

The Impact ◽

The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

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Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

Mediterranean Journal of Social Sciences ◽

10.5901/mjss.2017.v8n3p281 ◽

2017 ◽

Vol 8 (3) ◽

pp. 281-292 ◽

Cited By ~ 1

Author(s):

Ade Irma Susanty ◽

Madihah Salwa

Keyword(s):

Economic Development ◽

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Management Practices ◽

Positive Contribution ◽

Indonesian Government ◽

Strategic Implementation ◽

Knowledge Management Practices ◽

The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

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Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

SAGE Open ◽

10.1177/21582440211008456 ◽

2021 ◽

Vol 11 (2) ◽

pp. 215824402110084

Author(s):

Anthony Frank Obeng ◽

Yongyue Zhu ◽

Samuel Awuni Azinga ◽

Prince Ewudzie Quansah

Keyword(s):

Job Performance ◽

Organizational Climate ◽

Organizational Performance ◽

Social Exchange ◽

Management Practices ◽

Management Practice ◽

Leader Member Exchange ◽

Member Exchange ◽

Work Passion

Organizational performance has made it imperative for rural and community bank management to employ the best organizational conditions that influence employee’s performance. Recent banking clean-up in Ghana has also emphasized the need for employees’ performance. This has become necessary to espouse management practices, employee behaviors, and attitudes that predict job performance. Drawing on social exchange theory and reciprocity norm, the study examines the effect of organizational climate on job performance. Valid responses received through a structured questionnaire were 431. Hierarchical multiple regression was employed to validate the hypotheses from the literature review. Relying on empirical data from Ghana, the findings revealed that, first, harmonious work passion partially mediated organizational climate and job performance relationship. Second, leader–member exchange negatively moderated the relationship between organizational climate and harmonious work passion. Finally, however, coaching as a management practice positively strengthened organizational climate and job performance relationship. The theoretical and practical contribution is also discussed.

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