Transformational leadership for researcher’s innovativeness in the context of tacit knowledge and change adaptability

Gender as a Moderator of the Double Bias of Mistakes – Knowledge Culture and Knowledge Sharing Effects

“…Based on the studies elaborated above and, specifically, the study of as visualized in Figure 1, the hypothesis is formulated that the DBM may cause tacit knowledge sharing to be problematic, even if mistakes are accepted as a potential source of learning. Moreover, based on the findings of Kucharska and Rebelo (2022) and , it is assumed that the relation between the mistakes acceptance component of learning culture and knowledge sharing (tacit and explicit) can vary regarding gender. Summing up, the following hypothesis was formulated:…”

“…Because this study assumed that the DBM could be affected by gender, it was consequently assumed that knowledge culture and the mistakes acceptance component of the learning culture relationship could also be affected by gender (precisely, moderated by gender). Moreover, since knowledge and learning cultures depend strongly on leaders' attitudes (Kucharska and Rebelo 2022;, moderation was expected to be doubled. We expected that the influence of knowledge culture on the mistake acceptance component of learning culture in the DBM sample would depend not only on gender but also on position in the company.…”

“…Recently, Heisig and Kannan's (2020) identified the need for studies exploring the dependency of knowledge sharing on gender. Moreover, Kucharska and Rebelo (2022) revealed that women accepted mistakes as a source of learning much better than men did, but at the same time, women were less likely than men to share the knowledge they gained from making mistakes. The authors explain that the reason is that women have lower self-confidence at work and that sharing knowledge gained from their own mistakes requires selfconfidence, especially if they hold managerial positions.…”

“…The DBMbiased sample reflects the statements of respondents who experienced a contradiction between attitudes and behavior in relation to mistakes. Regarding mistake acceptance as a potential source of value, it is clear that female DBM managers declared the greatest acceptance of mistakes and a tendency to share knowledge Kucharska and Rebelo (2022). examined the higher education sector, and their findings, as expressed by basic statistics, were quite different -men similarly were less likely declared to accept mistakes as a source of learning than women were.…”

Determinantes de la innovación en procesos. Un análisis desde las capacidades de aprendizaje y adaptación

“…En particular, se destaca la importancia de tres tipos de capacidades dinámicas: innovación, aprendizaje y adaptación. La capacidad de innovar se define como el desarrollo y uso de un nuevo procedimiento, estructura, método o técnica con el propósito de lograr los objetivos organizacionales (Bhatia, 2021;Ghasemzadeh et al, 2019;Kucharska & Rebelo, 2022); también es concebida como la capacidad de desarrollar un nuevo concepto con éxito y eficiencia de manera que se satisfagan las demandas del mercado (Araújo et al, 2021;Breznik & Hisrich, 2014;Do Nascimento et al, 2020;Kodama, 2019;Zheng et al, 2011), aprovechando el conocimiento interno (Gomes et al, 2022;Linder & Sperber, 2019) y los recursos y fortalezas necesarios para crear ventajas competitivas (Pratono, 2022;Schoemaker et al, 2018). Autores como Ben Rejeb y Arbi Ben Younes (2018) afirman que la capacidad de innovación es compleja, multidimensional, impredecible, no lineal y difícil de medir, y la mejor manera de estudiarla es a través de sus resultados, los cuales se evidencian de manera cuantitativa, en este caso particular, con la dimensión "capacidad de innovación en procesos".…”