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In the current era of accelerated economic growth, project successsuccessful completion of the final product for which the project was initiatedis the ultimate goal of every organisation. It is essential for organisations to keep project-based employees motivated and focused on successfully accomplishing the project objectives. This research examined the association between psychological empowerment of project-based employees and project success. We explored the mediating role of knowledge sharing to explain the intervening mechanism between psychological empowerment and project success. We also tested the moderating role of employee creativity along with conditional indirect effects by performing a moderated mediation analysis. Using a time-lagged research design, multiple-source field data (N ¼ 327) were collected from employees of project-based organisations in Pakistan. The findings of the study showed a positive association between psychological empowerment and project success and significant mediation of knowledge sharing. Project employees with high creativity are likely to achieve project success when they possess higher psychological empowerment too. Results concluded that psychological empowerment is positively associated with project success directly as well as indirectly through its impact on knowledge sharing. The study has its importance and implications for management specialists and project employees at all levels.

PurposeDrawing upon social cognitive theory (SCT), the authors aimed to examine the relationship between supervisors' knowledge-oriented leadership (KOL) style and knowledge workers' performance. The authors further investigated the conditional indirect effects of KOL on workers' performance through knowledge management (KM) engagement at different levels of workers' empowerment.Design/methodology/approachThe authors used a time-lagged field survey and collected data from 212 knowledge workers and their 72 supervisors working in 15 knowledge-intensive firms across Pakistan.FindingsThe results showed that supervisors' KOL positively affected knowledge workers' performance both directly and through KM engagement. Similarly, the effect of KM engagement on workers' performance was stronger for those who experienced higher levels of empowerment. Finally, the indirect effects of KOL on workers' performance through KM engagement were stronger for higher levels of empowerment.Originality/valueThe study provided theoretical implications, specifically in a non-Western work context where KOL is relatively less explored. Additionally, the authors examined the concept of empowerment, using SCT, as a boundary condition, providing evidence for empowerment as a contingency factor that fosters employees' performance.

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PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.