The influence of leaders’ characteristics on the relationship between leadership and knowledge management

Souza, Dmitri; Salgado, Andréia Maria Pedro; Marins, Fernando Augusto Silva; Muniz, Jorge

doi:10.1080/14778238.2020.1730716

Cited by 21 publications

(17 citation statements)

References 56 publications

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“…KM can be viewed as the process of identifying, capturing, storing, sharing, applying, and leveraging collective knowledge to improve performance (Archanjo de Souza et al, 2020;Giraldo et al, 2019;Wang, 2011). It can help organise and coordinate management actions, including quickly identifying knowledge owners and transferring the required knowledge to decision-makers who deal with crises, or to the right locations when needed (Archanjo de Souza et al, 2020;Wang, 2011).…”

Section: Knowledge Managementmentioning

confidence: 99%

Knowledge management based on information technology in response to COVID-19 crisis

Wang

2020

Knowledge Management Research & Practice

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Section: Knowledge Managementmentioning

confidence: 99%

Knowledge management based on information technology in response to COVID-19 crisis

Wang

2020

Knowledge Management Research & Practice

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“…Second, it offers valuable insights for international business research by linking KM leadership and its benefits in cross-cultural and economic backgrounds, which responds to the suggestions of Archanjo de Souza et al (2020). As one of few studies investigating KM leadership in multiple cultural backgrounds, the theoretical implications of this study expand our understanding about the effect of national culture on the KM leadership-organisational performance relationship.…”

Section: Theoretical Contributionsmentioning

confidence: 60%

“…may not be generalisable to other economic and social contexts (Gupta & Chopra, 2018). In addition, the effectiveness of leadership depends on the balance between leaders' behaviour, needs, and contexts (Vroom & Jago, 2007), but current KM leadership research has overlooked the role of the context (Archanjo de Souza et al, 2020), such as national culture, economy, and type of industry, in affecting KM leadership and its benefits (Gupta & Chopra, 2018;Inkinen, 2016).…”

Section: Introductionmentioning

confidence: 99%

Revealing deeper relationships between knowledge management leadership and organisational performance: a meta-analytic study

Liu

Tsui

Kianto

2021

Knowledge Management Research & Practice

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Many empirical studies have tried to investigate the relationship between knowledge management (KM) leadership and organisational performance; however, the findings of such studies have been inconsistent. In response to this, we apply a meta-analysis technique to systematically assess the existing pool of empirical research results and derive conclusions. We also examine the impacts of contextual moderators, such as national culture, economy, and industry, on the KM leadershiporganisational performance relationships. The findings, stemming from 6,272 research subjects making up 22 studies, demonstrate that KM leadership is positively associated with the overall (financial and non-financial) performance of firms. Specifically, it was found that the KM leadership-non-financial performance relationship is strengthened in collective cultures, developing economies, and the manufacturing industry. This paper is the first meta-analytic study concerning KM leadership and organisational performance, producing new understanding of contextual factors in the KM field.

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“…Study in the area of knowledge sharing has been popular from many decades, but research in this area is not very matured. Previous research on knowledge sharing just cynosures organizational-level elements like leadership characteristic (Archanjo de Souza et al , 2020), but deteriorates individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors.…”

Section: Introductionmentioning

confidence: 99%

Knowledge has no value until it is shared: an empowering leadership perceptive

Bhatti

Akram

Bhatti

et al. 2021

IJQSS

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Purpose The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing. Design/methodology/approach Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries. Findings Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices. Practical implications This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices. Originality/value Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.

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The influence of leaders’ characteristics on the relationship between leadership and knowledge management

Cited by 21 publications

References 56 publications

Knowledge management based on information technology in response to COVID-19 crisis

Knowledge management based on information technology in response to COVID-19 crisis

Revealing deeper relationships between knowledge management leadership and organisational performance: a meta-analytic study

Knowledge has no value until it is shared: an empowering leadership perceptive

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