Drawing on the knowledge-based view (KBV), the study investigates the impact of entrepreneurial leadership (EL) on knowledge management (KM) processes and further examines the mediating role of KM processes on the linkage between EL and project success (PS).,Survey data were collected from 304 project workers in software projects, and the proposed relationships were assessed through SMART-PLS structural equation modeling tool.,The study found a significant impact of EL on KM processes and PS. The analysis also revealed that KM processes significantly impact project success while EL impact PS indirectly through KM processes.,The relevancy of the research stems from the scarcity of research on EL, while studies on the role of leadership as a predictor of KM are significantly limited. Additionally, there is a scarcity of research on the impact of KM on project success. This is one of the earliest studies that investigate the inter-relationship among EL, KM processes and project success.

Impact of entrepreneurial leadership on project success: mediating role of knowledge management processes

Customer knowledge management in SMEs: Review and research agenda

Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM.,Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS.,The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation.,The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB.,The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

Groups and organisations set cooperative goals for their members, yet in reality some team members contribute more than others to these goals. Experts, in particular, face a social dilemma: From the group’s perspective they should share their knowledge, whereas individually they are better off not sharing, because acquiring knowledge is costly and they would give up a competitive advantage. Experts also have no way of knowing beforehand how much others are willing and able to contribute, so have to make a decision under uncertainty. Two experiments (N1=96, N2=192) tested the hypothesis, derived from indirect reciprocity theory, that experts contribute more if their status is being recognized. Expert status was manipulated under different performance feedback conditions and the impact on people’s contributions in two different knowledge-sharing tasks was analysed. In both studies, experts contributed more when feedback was individualized and public, ensuring both individual status rewards and public recognition. In contrast, novices contributed more when performance feedback was collective, regardless of whether it was public or private feedback. Novices didn’t have to fear negative performance evaluations under group feedback and could gain in social status as members of a successful group. Social value orientation moderated expert contributions in Study 2, with proself-oriented experts being particularly susceptible to reputation gains. In the control condition, no feedback or information about levels of expertise was given at all and both experts and novices reduced their contributions significantly under full uncertainty. The studies contribute to the neglected aspect of motivation in knowledge sharing dilemmas where collective and individual interests are not necessarily aligned, especially in the case of high expertise. They further contribute to understanding behaviour under uncertainty with respect to intangible assets.

To share or not to share knowledge – that’s the decision! The influence of feedback and expert status in knowledge sharing dilemmas

Fostering sustainability-oriented knowledge-sharing in academic environment: A key strategic process to achieving SDGs through development of students' sustainable entrepreneurship competences

The purpose of this paper is to examine whether and to what extent knowledge-oriented leadership (KOL) is associated with knowledge sharing (KS) in an organization as well as the dimensions of this leadership style,Opinion-based questionnaires were applied in the study A principal axis factor analysis was conducted to find the main factors in KOL (n=236) The relationship between KS and KOL was tested with Pearson’s correlation coefficient method,The findings support the importance of high-quality leader–member exchange for KS because KOL had a strong significant positive association with the extent of KS in the organization (n=96, r=0521) The principal axis factor suggested three factors, all of which were moderately significantly related to KS: the perceived support from the superior, enough time for KS and information flow from the superior,The research design in this study was cross-sectional Thus, the interpretations of the cause–effect relationship among the variables could not be determined Furthermore, the findings should be confirmed using a larger sample,The study indicates that if innovativeness and the use of human capital are important for an organization’s competitive ability, it is vital to train managers to be able to apply KOL,Few studies have addressed the relationship between leadership and KS Hence, this study contributes to a better understanding of the relation between KS and KOL style Additionally, KOL is probably a multidimensional construct, but little empirical work has been done to explore it

A link between knowledge sharing and managers’ characteristics


Purpose
Knowledge sharing becomes crucial in today’s competitive world to foster organizational performance. This paper aims to explore which employee characteristics facilitate knowledge sharing in the organizations and to examine the dimensions of these characteristics.


Design/methodology/approach
Opinion-based questionnaires among employees in Czech companies were applied. The research design in this study was cross-sectional. The hypotheses were tested by Pearson’s correlations and regression analyses.


Findings
The findings support the idea that specific individual employee characteristics increase knowledge sharing in the organization. Four categories of potentially appropriate employee individual characteristics were suggested: social and communication skills; positive work feelings; competences for problem-solving; and employee’s self-efficacy. However, only employee’s positive work feelings and self-efficacy significantly predicted the extent of knowledge sharing in the organization.


Practical implications
The findings offer a basis for future research. The results of the study can be used in recruiting new employees and managerial decision-making. The recruitment methods and the selection methods deployed should enable the firm to attract those whose values are in harmony with the organization’s values. Managers should build a work environment that promotes greater and more trusting ties among employees via organizing social activities for employees, a supervisor’s acceptance of an employee’s autonomy and responsibility and increasing employees’ confidence in their abilities.


Originality/value
This is one of the first studies to investigate dimensions of employee knowledge-oriented characteristics. It supports the idea that some individual employee characteristics boost spontaneous knowledge sharing behaviour.


/pdf/the-relation-between-employee-characteristics-and-knowledge-56shu1itfz.pdf

Lucie Tomancová

Papers

A link between knowledge sharing and managers’ characteristics

The relation between employee characteristics and knowledge sharing