Collaborative Synergy and Leadership in E-Business

2011 ◽  
pp. 409-434 ◽  
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.

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.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

scholarly journals How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mai Nguyen ◽  
Ashish Malik ◽  
Piyush Sharma
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Structural Equation ◽  
Extrinsic Motivation ◽  
Subjective Norms ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Telecommunication Companies

Purpose This study aims to combine the theory of planned behave or (TPB) and the motivational framework to extend the research on online knowledge sharing (OKS) in an organization by exploring the factors that drive the knowledge sharing intentions (KSI) of posters and lurkers. Design/methodology/approach A field survey with 501 employees in Vietnamese telecommunication companies is used to collect the data and a structural equation modeling approach with AMOS 25.0 is used to test all the hypotheses. Findings Attitudes toward OKS and subjective norms influence online KSI for both posters and lurkers. Self-enjoyment has a stronger effect on the attitudes toward OKS for posters than lurkers. Self-efficacy, reciprocity and rewards only affect posters and not lurkers. Research limitations/implications This study uses self-efficacy and self-enjoyment to represent intrinsic motivation and reciprocity and rewards for extrinsic motivation. Future research may use additional motivational factors to provide additional insights. Practical implications Managers should pay greater attention to subjective norms and attitudes toward knowledge sharing to motivate all the employees to share knowledge with each other to improve organizational performance. Originality/value This is the first study to combine TPB with the motivational framework to explore the factors that drive online knowledge sharing in an organization.

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

scholarly journals The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs

2019 ◽  
Vol 11 (2) ◽  
pp. 436 ◽  
Author(s):  
Faiza Manzoor ◽  
Longbao Wei ◽  
Mohammad Nurunnabi ◽  
Qazi Abdul Subhan ◽  
Syed Irshad Ali Shah ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Organizational Performance ◽  
Leadership Style ◽  
Small And Medium Enterprises ◽  
Design Method ◽  
Primary Data ◽  
Future Research ◽  
Cross Sectional ◽  
The Impact

Leadership style is an important factor that affects the enhancement of organizational performance and employee’s job performance, and what objectives they should pursue, which also makes a profit for their employees or makes another social and economic contribution to society. The present study was developed to observe the impact of transformational leadership on job performance and to investigate the mediating mechanism of corporate social responsibility (CSR). Primary data were collected from the employees by using a cross-sectional design method. Employees who participated in the study are working in the Small and Medium Enterprises (SMEs) of Pakistan. A total of 300 questionnaires were circulated, and 130 were received. The Regression analysis was executed to examine whether CSR mediated the correlation among transformational leadership and job performance. The results of the study suggest that transformational leadership positively and completely predicts job performance. Particularly, the study finds that CSR significantly mediated the effect of transformational leadership on job performance. On the basis of these findings, it can be explicated that transformational leadership, job performances, and CSR are important elements of an organization. These elements can improve organizational performance. Theoretical implications of the recent study are discussed, and offer directions for future research in the area.

scholarly journals The relation between employee characteristics and knowledge sharing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jana Matošková ◽  
Ottó Bartók ◽  
Lucie Tomancová
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Individual Characteristics ◽  
Future Research ◽  
Managerial Decision ◽  
Content Type ◽  
Individual Employee ◽  
Employee Characteristics ◽  
Positive Work

Purpose Knowledge sharing becomes crucial in today’s competitive world to foster organizational performance. This paper aims to explore which employee characteristics facilitate knowledge sharing in the organizations and to examine the dimensions of these characteristics. Design/methodology/approach Opinion-based questionnaires among employees in Czech companies were applied. The research design in this study was cross-sectional. The hypotheses were tested by Pearson’s correlations and regression analyses. Findings The findings support the idea that specific individual employee characteristics increase knowledge sharing in the organization. Four categories of potentially appropriate employee individual characteristics were suggested: social and communication skills; positive work feelings; competences for problem-solving; and employee’s self-efficacy. However, only employee’s positive work feelings and self-efficacy significantly predicted the extent of knowledge sharing in the organization. Practical implications The findings offer a basis for future research. The results of the study can be used in recruiting new employees and managerial decision-making. The recruitment methods and the selection methods deployed should enable the firm to attract those whose values are in harmony with the organization’s values. Managers should build a work environment that promotes greater and more trusting ties among employees via organizing social activities for employees, a supervisor’s acceptance of an employee’s autonomy and responsibility and increasing employees’ confidence in their abilities. Originality/value This is one of the first studies to investigate dimensions of employee knowledge-oriented characteristics. It supports the idea that some individual employee characteristics boost spontaneous knowledge sharing behaviour.

The Relationship between Entrepreneur Psychological Capital and Employee’s Innovative Behavior: The Strategic Role of Transformational Leadership and Knowledge Sharing

2011 ◽  
Vol 282-283 ◽  
pp. 691-696 ◽  
Author(s):  
Yu Zhu ◽  
Yan Fei Wang
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Psychological Capital ◽  
Future Research ◽  
Innovative Behavior ◽  
Chinese Enterprises ◽  
Strategic Role ◽  
Future Research Directions ◽  
The Relationship

This research is to explore the relationships among entrepreneur psychological capital; innovative behavior; transformational leadership and knowledge sharing. Chinese enterprises participated in this investigation. We found that entrepreneur psychological capital influenced transformational leadership, while transformational leadership influenced employee’s innovative behavior positively. Besides, entrepreneur psychological capital influenced employee’s knowledge sharing positively while knowledge sharing influenced employee’s innovative behavior positively, but the direct influence between entrepreneur psychological capital and employee’s innovative behavior wasn’t exist. As anticipated, the intervening effect of transformational leadership and knowledge sharing between entrepreneur psychological capital and employee’s innovative behavior was significant. Implications, limitations and future research directions for the study are discussed.

scholarly journals Impact of Knowledge Sharing on Organizational Performance: The Moderating Role of Organizational Culture Proxies

2018 ◽  
Vol 2 (2) ◽  
pp. 19-40
Author(s):  
Imran Akbar Saifi ◽  
Dr. Ahmed F. Siddiqui ◽  
Dr. Atif Hassan
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Interpersonal Communication ◽  
Survey Method ◽  
Future Research ◽  
Strong Impact ◽  
Improved Performance ◽  
And Performance ◽  
The Relationship

The paper aims to test an explanation of how organizational culture affects the relationship between knowledge sharing and organizational performance. It was expected that organizational culture proxies significantly mediate the relationship between knowledge sharing and performance. The study used a quantitative survey method for the collection of data. A sample of 200 respondents was drawn from the higher education institutes (HEIs) situated in Lahore. The findings revealed that a positive relationship exists; except for when the components were tested individually for their role in moderating it, then learning environment became insignificant. The strong impact of interpersonal communication and trust highlights its significance in boosting knowledge sharing in an organization that results in improved performance. This finding helped the authors to draw on future research implications regarding the components of organizational culture.

scholarly journals Transformational Leadership and Knowledge Sharing: Determinants of Firm’s Operational and Financial Performance

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402092742 ◽  
Author(s):  
Than Thanh Son ◽  
Le Ba Phong ◽  
Bùi Thị Thu Loan
Keyword(s):  
Transformational Leadership ◽  
Structural Equation Modeling ◽  
Financial Performance ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Structural Equation ◽  
Operational Performance ◽  
Equation Modeling ◽  
Chinese Firms ◽  
Service Companies

The purpose of this study is to explore the effects of transformational leadership and knowledge-sharing processes on operational and financial performance in Chinese firms. The article applied structural equation modeling to inspect the influence of transformational leadership on knowledge sharing and their effects on organizational performance, based on the data collected from 263 respondents in 112 manufacturing and service companies in China. The findings show that knowledge collecting and knowledge donating mediate the correlation between transformational leadership and two specific aspects of organizational performance. In addition, transformational leadership has a greater influence on financial performance, whereas knowledge sharing is more significantly associated with operational performance. This article highlights the significance of practicing transformational leadership to stimulate individuals’ knowledge-sharing behaviors, which are important prerequisites for improving organizational performance. The article provides clearer understanding for scholars and practitioners about the new and effective pathway to promote firm’s operational and financial performance.

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