Learning culture, trust culture and knowledge application: the mediating effect of transformational leadership

Abstract

Purpose The purpose of this paper is to analyze the influence of learning culture, culture of trust and transformational leadership in the application of knowledge in a school context. Mediation analysis is used to quantify the effects that the learning culture and trust culture have on the application of leadership, mediated by transformational leadership. Design/methodology/approach The method involves two samples of subjects – school managers and teaching staff – of 17 educational organizations. This study used the method of partial least square or PLS with SmartPLS v. 3.2.6. Findings The purpose of this study is to determine the effect of leadership in the application of knowledge as one phase of knowledge management. The results of this study explain that: there is a significant and direct role of learning culture in the application of knowledge, there is a significant direct role of culture of trust in the application of knowledge and there is a significant mediating effect of leadership among learning cultures and application of knowledge. Practical implications This study has proven that leadership behaves as a mediating instrument. This situation is critical in organizations because it makes it possible to obtain synergies in human capital and the development of knowledge. Bernard Bass believes that there are four main factors of transformational leadership, namely, idealized influence, inspirational motivation, individualized considerations and intellectual stimulation. Originality/value This study deepens the authors’ understanding of enablers that affect the application of knowledge in schools, specifically about leadership.

Did COVID-19 change the rules of the game for supply chain resilience? The effects of learning culture and supplier trust

“…While there are studies on associations between OLC and organizational trust within the literature (e.g. Wahda et al, 2020;Mahmud, 2020), OLC has not been related to ST. In this study, we analyze the link between ST and OLC.…”

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

“…Scholars such as Ranjbarfard et al (2014) have identified the barriers of knowledge application; for instance, improper alignment of critical knowledge with organisational goals, a scarcity of collaborative work groups and communities of practice and poor coordination among functions as a result of top-down leadership. Other scholars such as Koskinen (2003), Nesheim et al (2011), Mahmud (2022) have explored the enabling factors of knowledge application, which include intrinsic motivation, learning culture, trust and leadership. Despite these vital studies, knowledge application research is still in its early stages and much room exists for further investigation.…”

“…Kozhakhmet et al , 2020). However, limited literature is available on understanding knowledge application, with very few studies focusing the spotlight on it (Koskinen, 2003; Nesheim et al , 2011; Zaim et al , 2019; Mahmud, 2022). Even though organisations have deliberately set up mechanisms for knowledge sharing and dissemination across units or departments, these mechanisms may not necessarily aid in applying knowledge.…”

“…Prior work on knowledge application has focused on examining its facilitators and impediments. Individual and organisational factors such as intrinsic motivation, learning culture, trust and leadership have been identified as the enabling elements of knowledge application (Koskinen, 2003; Nesheim et al , 2011; Mahmud, 2022). On the other hand, its barriers may be linked to human, technological, organisational and process factors, such as the recipient's reluctance to accept and use the shared knowledge, the top management's insufficient support and the absence of incentives and technical support for knowledge management.…”

Income generating activity in higher education: A case study of a public university in Indonesia

“…The state budget has supported financing for higher education services, which is insufficient, yet maintaining national quality standards and increasing access to tertiary institutions requires more significant funding. Public institutions, including universities, apply the public service agency (Badan Layanan Umum) pattern to reduce bureaucracy and at the same time improve the quality of government [6]. As part of a public service agency's financial management flexibility, public service agency income (the entire income is PNBP or Non-Tax State Revenues) can be used directly.…”