Knowledge Management Processes in Thermal Hotels: An Application in Afyonkarahisar Province, Turkey

Baytok, Ahmet; Soybalı, Hasan Hüseyin; Zorlu, Özcan

doi:10.14706/jecoss11419

Cited by 9 publications

(5 citation statements)

References 27 publications

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“…This helps to explain the contradictory results from previous studies in the knowledge management literature regarding the impact of leadership on online knowledge-sharing as they tend to examine a “general leadership style” and knowledge-sharing behavior without differentiating its different dimensions. Some researchers (Baytok et al (2014)) agree on the positive influence of transformational leadership on online knowledge sharing, arguing that transformational leadership plays a pivotal role in engaging employees in online knowledge sharing by providing favorable organizational culture to promote the exchange of information, skills and expertise. In addition, transformation leadership helps create a shared vision and provides systems and structures that need to promote online knowledge sharing in an organization (Baytok et al , 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Some researchers (Baytok et al (2014)) agree on the positive influence of transformational leadership on online knowledge sharing, arguing that transformational leadership plays a pivotal role in engaging employees in online knowledge sharing by providing favorable organizational culture to promote the exchange of information, skills and expertise. In addition, transformation leadership helps create a shared vision and provides systems and structures that need to promote online knowledge sharing in an organization (Baytok et al , 2014). However, Masa’deh et al (2016) did not find any link between transformational leadership and knowledge-sharing behavior.…”

Section: Discussionmentioning

confidence: 99%

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Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation

Nguyen

Sharma

Malik

2023

JKM

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Purpose This study aims to examine the differences in the impact of three leadership styles (transactional, transformational and creative) on intraorganizational online knowledge-sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these three leadership styles on four aspects of online knowledge sharing (knowledge donating, knowledge collecting, lurking and active lurking) and the moderating role of organizational innovation on these relationships. Design/methodology/approach Data were collected from 361 employees of business-to-business organizations in Vietnam to support all our hypotheses. Structural equation modelling was used for data analysis. Findings Transformational, transactional and creative leadership were found to affect online knowledge sharing, wherein creative leadership had the most potent effect. Online knowledge sharing was found to mediate the impact of three types of leadership on employee creativity. The results also showed that organizational innovation moderates the influence of leadership on online knowledge sharing. Originality/value This paper extends the current knowledge management research on online knowledge sharing by studying two new behaviors (lurking and active lurking), linking diverse leadership styles to these behaviors and employee creativity, and exploring the moderating role of organizational innovation. Our findings shed light on the complexity of the relationship between leadership and online knowledge sharing. This study also provides valuable implications for practitioners to help them choose the most appropriate leadership style for their digitalization process to ensure optimal outcomes.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation

Nguyen

Sharma

Malik

2023

JKM

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“…Therefore, personal recognition happens when a leader shows that he or she appreciates each person's work and rewards followers for achieving achievements that are in line with the vision (Rafferty & Griffin, 2004). Baytok et al, (2014) focused on knowledge sharing practices at international hotel chains (IHC) and the data were collected through questionnaires from 227 junior administrative and mid-level managers Turkey. The findings showed a positive and significant link between transformational leadership dimensions and knowledge sharing practices.…”

Section: Personal Recognitionmentioning

confidence: 99%

The Impact of Transformational Leadership on Knowledge Sharing: A Conceptual Framework

Zhang,

Choi

2024

BMS

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Knowledge is the most valuable asset for organizations seeking sustainable competitive advantage. Thus, knowledge sharing is essential to maintaining an organization’s productivity and performance. This paper explores the dimensions of transformational leadership to promote knowledge sharing to examine leaders’ behaviors in organizations. This paper discussed new combined transformational leadership with six dimensions: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration, empowerment, and personal recognition. These dimensions have the potential to influence knowledge sharing. By drawing on various previous studies, the paper constructs a conceptual framework and formulates six propositions to further address the impact of transformational leadership on knowledge sharing within organizations.

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“…Thus, through the transformation of followers' values, behaviors, attitudes and beliefs, transformational leaders are intended to encourage followers to achieve higher-order goals and to exert extraordinary effort in pursuit of an organisation's innovative ambitions (Bass, 1985;Avolio and Bass, 1999). That is to say, transformational leaders based on their positions and abilities have the power and influence to form the structural dimension on social capital in a firm (Baytok and Kurt, 2014;Adler and Kwon, 2002). Therefore, it is possible to posit:…”

Section: Transformational Leadership and The Structural Dimensionmentioning

confidence: 99%

Transformational Leadership and Innovation for Competitive Advantage in Large Firms and SMEs

Ashoor¹

2021

International Journal of R&D Innovation Strategy

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The aim of this study is to empirically investigate how transformational leadership (TL) practices encourage innovation for competitive advantage within the specific context of Saudi large firms and SMEs. Despite a profusion of studies noting that innovation strongly contributes to a firm’s performance, there is a dearth of studies about how TL practically encourages organizational innovativeness. Moreover, because many leadership studies are limited in their location to Western nations, further research in a range of different cultural contexts is warranted. This study will address these issues and suggest a conceptual framework that empirically tests the path-dependent influences of: TL, structural capital, relational capital, tacit knowledge sharing and training, on innovation outcomes. This study will employ a mixed methods approach to examine the hypothesized relationships between factors. The findings of this research may emphasize the importance of utilising TL style as a process, rather than through the study of leadership alone, in facilitating innovation.

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Knowledge Management Processes in Thermal Hotels: An Application in Afyonkarahisar Province, Turkey

Cited by 9 publications

References 27 publications

Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation

Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation

The Impact of Transformational Leadership on Knowledge Sharing: A Conceptual Framework

Transformational Leadership and Innovation for Competitive Advantage in Large Firms and SMEs

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