Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance

Abstract

Purpose Drawing on knowledge-based theory, contingency theory of leadership, social learning theory and resource-based view, this study aims to investigate the relationships among knowledge-oriented leadership (KOL), knowledge management capacity (KMC), innovation performance (IP) and organizational performance (OP). Design/methodology/approach The relationships were examined using the serial mediation model of Hayes (2013). Data were collected from the firms (N = 502) operating in technology development zones in Turkey. The sample size corresponds to 10% of total number of the firms. Within the scope of a policy called National Technology Move by public authority, Turkey has been making strong investments to produce original and advanced technology products. A significant portion of these investments is directed toward technology development zones. Therefore, research on this topic may be of interest in Turkey. It should also be noted that Turkey is a developing country and is one of the world’s 20 largest economies. Findings The findings show that KMC and IP serially mediate the effect of KOL on OP. In the light of the findings, KOL establishes the eligible conditions for the improvement of KMC. Enhanced KMC transforms into innovation, and as a result, OP increases. As a result, this research shows that Turkish firms under the leadership of knowledge-oriented leaders have high KMC, innovation performance and firm performance. These findings can serve as a valuable benchmark for future studies in developing countries. Research limitations/implications The current research has several limitations. It was carried out on the firms operating in technology development zones in Turkey. Future researches can be conducted on the firms outside the technology development zones. Second, this research was carried out in Turkey. The study was conducted in a specific national context covering only Turkish firms. It is recommended that readers be cautious when generalizing the results to different contexts (e.g. other countries and industries). Future researches can be conducted on the firms located in technology development zones in different countries. This may allow the comparison of countries. Turkey is a developing country. For this reason, developing countries should be taken into consideration in the comparison between countries, not developed countries such as the USA and European countries. Third, this is a cross-sectional study. Therefore, it does not reveal the changes in research variables over time. Longitudinal data collection is recommended for future researches. Practical implications The research findings are turned into a slogan and the firms are recommended the following perspective: more innovation for strong performance; a strong KMC for innovation; and for all, a strong knowledge-oriented leadership. Originality/value KOL is a quite new research field. The current study makes a significant contribution to the literature by revealing the fact that KOL is effective in increasing OP. In addition, testing via the serial mediation model the relationships which put forward how KOL increases OP, this study sheds light on organizational outcomes of KOL. There is an important gap in the search for leadership characteristics that allow knowledge-intensive firms to improve their KMC, innovation and firm performance. Therefore, this research is an important step toward filling this gap.

Enablers of Patient Knowledge Empowerment for Self-Management of Chronic Disease: An Integrative Review

“…A higher level of trust creates stronger relationships not only between members of the organization but also between members of the organization and the organization [ 18 ]. The positive relationship of the members of the organization with the organization is expressed by their commitment to the organization, which in the organizational culture perspective is defined as the emotional attachment of the organization members to the organization and identification with the organization’s values, which leads to a member feeling responsibility to help the organization to achieve its goals [ 18 ] empowering their self-efficacy and dedicating themselves to the task [ 84 ].…”

“…Qualitative analysis of the research revealed that knowledge management activities in an organization are ensured by a transformational leadership style characterized by motivating members of the organization for autonomy, mutual trust and “cultivation” of the commitment to the organization [ 50 , 85 ]. Transformational leaders create a supportive environment and, through charisma and special attention to employees, promote their intellectual development, motivate the creation and sharing of knowledge, develop a learning culture and discipline, and create mechanisms for knowledge management activities [ 17 , 80 , 84 , 86 ].Some authors identify transformational leadership styles with knowledge-oriented leadership, thus emphasizing the importance of this leadership style for ensuring knowledge management activities in an organization [ 86 , 87 ].…”

“…The study revealed that to stimulate knowledge sharing in mediating structures and at macro level for patient knowledge empowerment transformational leadership manifestations are important [ 17 , 51 , 84 , 93 ], supportive culture of these organizations [ 16 , 18 , 51 , 74 , 91 , 93 ], and a less formalized and centralized structure of the organizations [ 17 , 74 , 93 ]. Regardless of the fact that mediating patient structures are mostly informal and patient community organizations are formalized, through a less formalized and centralized organizational structure, active social interaction between members of the organization is created to ensure knowledge sharing.…”

“…The analysis of selected research papers revealed that there is a link between technological knowledge-sharing enablers such as Web 2.0 and the knowledge-sharing systems and the microlevel of patient empowerment [65].The latest finding of the study suggests that at the microlevel of patient empowerment, the above-mentioned technological knowledge enablers, acting on the basis of already discussed health technologies, stimulate codification of patient and healthcare professional knowledge in order for the patient to express accumulated knowledge, experience in everyday life struggling with chronic disease and objective information on health parameters; and the healthcare professional, after assessing the knowledge expressed by the patient, could convey recommendations based on knowledge and experience for making daily decisions in the most understandable and acceptable way for the patient. The study revealed that to stimulate knowledge sharing in mediating structures and at macro level for patient knowledge empowerment transformational leadership manifestations are important [17,51,84,93], supportive culture of these organizations [16,18,51,74,91,93], and a less formalized and centralized structure of the organizations [17,74,93]. Regardless of the fact that mediating patient structures are mostly informal and patient community organizations are formalized, through a less formalized and centralized organizational structure, active social interaction between members of the organization is created to ensure knowledge sharing.…”

How to improve organizational performance during Coronavirus: A serial mediation analysis of organizational learning culture with knowledge creation

“…In addition, Hayes and Scharkow's (2013) describe that “bootstrap confidence intervals constitute a good approach for detecting path coefficients” (as cited in Cepeda‐Carrion, Cegarra‐Navarro, & Cillo, 2019, p. 81). However, “obtaining bootstrapped confidence intervals for specific indirect effects could be problematic in majority of SEM programs” (Gürlek & Çemberci, 2020, p. 13). For instance, whereas the AMOS provides “bootstrap confidence intervals” for overall indirect effects, it is not possible to obtain “bootstrap confidence intervals” for specific indirect effects (Leth‐Steensen & Gallitto, 2016).…”