| کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
|---|---|---|---|---|
| 1017240 | 940294 | 2015 | 11 صفحه PDF | دانلود رایگان |
کلمات کلیدی
1.مقدمه
2.پیشینه نظری و فرضیهها
2-1.نظریه‌ی مبتنی بر دانش و مدیریت دانش
2-2.ابتکارات KM و نوآوری
2-3.رهبری، مدیرت دانش و نوآوری
3.روششناسی پژوهش
3-1.جمعیت، نمونه و جمع‌آوری داده‌ها
شکل 1: مدل پژوهشی
3-2.مقیاس‌ها
3-2-1.فعالیت‌های مدیریت دانش
3-2-2.رهبری دانش‌محور
3-2-3.عملکرد نوآوری
3-3.تحلیل آماری و آزمون فرضیهها
3-3-1.مدل اندازه‌گیری
3-3-2.مدل ساختاری
جدول 1: آمار و ارقام تشریحی و روایی همگرا و افتراقی
جدول 2: کیفیت معادله‌ی ساختاری
4.بحث و نتیجه‌گیری
جدول 3: مدل ساختاری: تجزیه‌ی تأثیرات
شکل 2: مدل پژوهشی(راه‌حل استاندارد)
• This study explores relationships between knowledge management practices, organizational leadership and innovation.
• We examine the impact of a specific type of leadership, knowledge-based leadership, in a firm's innovation performance.
• The study tests a model of relationships through the Partial Least Squares (PLS) statistical technique in a sample of technological firms from Spain.
• We find that knowledge management practices mediate the effect of knowledge-oriented leadership on innovation performance.
• Innovation performance in knowledge based firms depends on both exploration and exploitation KM practices.
This study aims to examine the role of a specific type of organizational leadership – knowledge-oriented leadership – in knowledge management (KM) initiatives that seek to achieve innovation. An analysis of the knowledge-based view of the firm gives rise to several hypotheses, with structural equation modeling (SEM) analysis through partial least squares (PLS) providing the methodology to test these hypotheses. This approach yields results for a sample of empirical data from technology industries. This paper presents empirical evidence of the mediating effect of KM practices in the relationship between knowledge-oriented leadership and innovation performance. In line with previous literature, results show that, although KM practices themselves are important for innovation purposes, the existence of this kind of leadership encourages the development and use of KM exploration (i.e., creation) and exploitation (i.e., storage, transfer, and application) practices. A major implication is that, as a result of this development and the use of KM practices, the firm is able to improve its performance in product innovation.
Journal: Journal of Business Research - Volume 68, Issue 2, February 2015, Pages 360–370