The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

Abstract

The purpose of the study was to explore the effect of two aspects -accountability and

Exploring the links between Ethical Leadership and Organizational Unlearning: A Case Study of a European Multinational Company

“…While literature has increasingly documented the important role of leadership in individual and organizational learning (Demirtas & Akdogan, 2015;Edmondson, 2003;Gong et al, 2009;Hassan, Wright, & Yukl, 2014;Kim & Brymer, 2011;Walumbwa, Cropanzano, & Hartnell, 2009;Usman & Hameed, 2017), the focus has been mainly on transactional and transformational leadership styles. However, the high-profile corporate failure scandals such as Enron and WorldCom have shifted the focus of the policy makers, researchers and practitioners on business ethics and ethical leadership (Brown et al, 2005).…”

“…Indeed, literature has increasingly highlighted the role of leadership in enhancing individual and organizational learning (Gong, Huang, & Farh, 2009;Leithwood, Leonard & Sharratt, 1998;Vera & Crossan, 2004;Usman & Hameed, 2017). However, there is a paucity of work on how leadership can help organizations unlearn unethical and destructive behaviors and practices.…”

Individual and organizational learning from inter‐firm knowledge sharing: A framework integrating inter‐firm and intra‐firm knowledge sharing and learning

“…In this way, the study provides a framework that integrates inter-firm knowledge sharing, intra-firm knowledge sharing, individual learning, and organizational learning. The finding is imperative, as it extends and brings together the literature, which focuses on either inter-firm knowledge sharing (see Chung et al, 2015;Mason et al, 2012;Ranucci & Souder, 2015) or intra-firm knowledge sharing (see Dyer & Nobeoka, 2000;Park & Choi, 2014;Tang & Naumann, 2016;Usman & Hameed, 2017). Moreover, our framework ( Figure 1) attempts to synchronize the debate (Antonacopoulou, 2006;Brusoni & Rosenkranz, 2014;Swan et al, 2010;Swart & Harcup, 2012) on who learns from inter-firm relations.…”

“…The finding is imperative, as it extends and brings together the literature, which focuses on either inter-firm knowledge sharing (see Chung et al, 2015;Mason et al, 2012;Ranucci & Souder, 2015) or intra-firm knowledge sharing (see Dyer & Nobeoka, 2000;Park & Choi, 2014;Tang & Naumann, 2016;Usman & Hameed, 2017). The finding is imperative, as it extends and brings together the literature, which focuses on either inter-firm knowledge sharing (see Chung et al, 2015;Mason et al, 2012;Ranucci & Souder, 2015) or intra-firm knowledge sharing (see Dyer & Nobeoka, 2000;Park & Choi, 2014;Tang & Naumann, 2016;Usman & Hameed, 2017).…”

“…A plethora of studies has revealed the positive influences of inter-firm knowledge sharing and learning on the performance and competitiveness of organizations (Chung et al, 2015;Li, 2013;Mason et al, 2012;Usman & Ahmad, 2017;Valkokari, 2015). However, an imperative concern that we observe is the focus of the literature on either inter-firm knowledge sharing (see for instance Chung et al, 2015;Mason et al, 2012;Ranucci & Souder, 2015;Usman & Hameed, 2017) or intra-firm knowledge sharing (see for instance Dyer & Nobeoka, 2000;Park & Choi, 2014;Tang & Naumann, 2016). Consequently, there is little attention paid to the diffusion of inter-firm learning within the organizations.…”