Individual innovation and its antecedent factors, both at the group and individual level, are becoming a topic of increasing interest to entrepreneurs. However, research on this area has not yet proved adequate. This study aims to develop and test a multilevel model of antecedents of group members' innovation. Constructive culture and knowledge management are treated as group-level antecedents. Creativity and self-leadership are treated as individual-level antecedents. Data are collected from 1,526 group members in 138 producer groups of community products in the Northeast of Thailand. Results indicate that creativity fully mediates the effects of self-leadership, groups' constructive culture, and knowledge management on innovation among group members. Furthermore, constructive culture also moderates the effects of creativity on innovation.
Building on previous findings of C. S. Burke et al. and Ceri-Booms et al., this meta-analytic review aims to investigate the moderating impact of team size, interdependence, power distance culture, effectiveness criteria, and study settings on the differential relationship of person-and task-focused leadership with team effectiveness. Based on 52 studies with 4,958 teams, results suggested that the differential effects of leadership were moderated by effectiveness criteria and the interaction between team characteristics and culture in societies. In high power distance societies, the relationship between person-focused leadership and team effectiveness was stronger in small teams that were characterized by high interdependence. In low power distance societies, the larger effect size of a personfocused leader was found in small teams, while task-focused leadership emerged as a stronger predictor of team effectiveness than person-focused leadership in large teams. Results can be used to guide leader development programs needed to enhance team effectiveness.
The main objective of this study is to examine the moderating role of social capital on the relationship between knowledge-oriented leadership and knowledge management capability (KMC). Also, to explore the moderating role of creative organizational climate on the relationship between KMC and public organizational innovativeness is aimed. Structural equation modeling (SEM) was applied to analyze the survey data from 784 tax administrative organizations in Thailand to test the proposed hypotheses. The results presented that knowledge-oriented leadership positively influences KMC. Meanwhile, KMC positively affects public organizational innovativeness. For the moderating effect, the findings indicated that social capital positively moderates the relationship between knowledge-oriented leadership and KMC. Additionally, creative organizational climate positively moderates the relationship between the accumulation of knowledge stocks and organizational innovativeness. Surprisingly, creative organizational climate negatively moderates the relationship between the regulation of knowledge flows and organizational innovativeness. These empirical results provide some recommendations for executives of public organizations in recognizing how to appropriately play a leadership role for effective knowledge management. Simultaneously, they could support important internal factors such as social capital and creative organizational climate to enhance their knowledge management capability and organizational innovativeness.
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