Human capital: the link between leadership and organizational learning

Abstract

Purpose There is some research showing that leadership behaviors could be important antecedents to learning, but knowledge is scarce on the impact of which leadership styles support exploitative and explorative learning. The purpose of this paper is to hypothesize that transformational leadership – more concerned with innovation – will encourage generalist human capital (HC), while transactional leadership – more focused on the efficiency of existing operations – will promote specialist HC. Design/methodology/approach To test the hypotheses, the authors adopt a structural ambidexterity approach as the authors consider that organizations need units working on both types of learning. Findings The results show the versatile role of transformational leaders, who are able to promote both types of HC and, in turn, both types of organizational learning. The authors have also found that marketing departments are more willing to explore than production departments. Originality/value This study highlights the relevance of considering the department as a unit of analysis (structural ambidexterity approach), the significant role of transformational leaders in organizational learning and the mediating role of HC.

Neuroética en el clima laboral de una empresa industrial peruana

“…Es importante considerar, la posición de Pasamar et al, (2019), que analizan a los líderes transformacionales, al preguntarse si existe motivación como característica elemental para una percepción adecuada de un clima laboral armonioso, los entrevistados dijeron que sí por el trato que les da la empresa estando reconocidos por ello y, por eso, hacen mucho más esfuerzo para producir mejor y con calidad por ser los propietarios personas que ejercen su liderazgo para bien de todos.…”

“…Existen autores como Arzu, Kalemci-Tuzun & Ozkan-Canbolat (2018), que sostienen que para evitar alteraciones en el comportamiento de los colaboradores, es necesario que se establezcan algunos alcances de paternalismo y acercamiento con ellos para hacer que estos se integren y perciban un clima laboral adecuado; por lo indicado los líderes transformacionales tienen mejores posibilidades de lograr liderazgo en sus colaboradores en relación con los líderes transaccionales que buscan personas especializadas en sus campos, como lo sostienen Pasamar, Diaz-Fernandez & De la Rosa Navarro, (2019).…”

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

“…Knowledge, as a critical organizational resource, can be rooted in the contemporary management schools of thought including the resource‐based theory of the firm (e.g., Barney, ; Nason & Wiklund, ; Wernerfelt, ), the knowledge‐based theory of the firm (Mouzas & Ford, ; Simao & Franco, ; Woiceshyn & Falkenberg, ), and the dynamic capability of the firm (e.g., Bowman & Ambrosini, ; Gutierrez‐Gutierrez, Barrales‐Molina, & Kaynak, ; Han & Li, ). The essence of these schools of thought asserts that a firm's ability to develop, use, and benefit from its knowledge and intellect through learning is the only source of sustainable competitive advantages (Pasamar, Diaz‐Fernandez, & de la Rosa‐Navarro, ; Seleim & Khalil, ; Torres et al, ). The more recent relevant research has increasingly recognized the importance of knowledge, particularly tacit knowledge, as a resource and its relevance to competitiveness and has proven to play a significant role in achieving excellence and innovation in organizations, whether these are for‐profit or not‐for‐profit organizations (Barrena‐Martinez, López‐Fernández, & Romero‐Fernández, ; Benevene, Kong, Barbieri, Lucchesi, & Cortini, ; Darroch & McNaughton, ; Mouzas & Ford, ; Wang et al, ).…”

The Relationship Between Transformational Leadership and Organisational Learning Capability with the Mediating Role of Perceived Human Resource Effectiveness

“…The development of a firm’s knowledge capital and transformation of key knowledge into organisational learning (OL) is the greatest challenge to compete in the market (Amy, 2008). Intensive globalisation requires organisations to adapt to the changing environment by enhancing individual and organisational learning (Pasamar et al, 2019). Vashdi et al (2019) observed that organisations are oriented towards developing employee learning ability through providing opportunities to develop new ideas and share knowledge.…”