Purpose-The purpose of this article is to synthesize the extant literature on knowledge managemen... more Purpose-The purpose of this article is to synthesize the extant literature on knowledge management and transformational leadership in the field of management and organizational behavior. Design/methodology/approach-The design is structured to offer models and propositions that impact the linkages among knowledge management, transformational leadership, and company performance. Findings-The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research implications-Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even suffer the distrust to share their knowledge (Kraut & Streeter 1995). And, second, this paper provides possible causal relationships. For example, managerial applications that may support company performance are proposed and further research is necessary to finalize conclusions. Practical implications-The practical implications of this research not only introduces a framework that incorporates the structural, relational, and cognitive dimensions that have a direct and indirect impact on knowledge management and transformational leadership, but also provide practical implications that possible causal relationships may support company performance. Originality/value-The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership with each other in supporting company performance. We have found that these two important facets of organizational performance are affected by various internal characteristics of organizations such as the organizational structure, culture, strategy, networks, and most importantly, the stakeholders.
The novelty created by these two activities is a benefit that somehow affects profitability (Beck... more The novelty created by these two activities is a benefit that somehow affects profitability (Beckenbach & Daskalakis, 2013; Kaiserfeld, 2020). The point of difference between these two concepts is their operational capability. Although creativity and innovation both originate from the creation of new knowledge, innovation is the product of new knowledge that can be operationalized to change, improve, and optimize existing systems (Durst & Edvardsson, 2013; Kim & Pierce, 2013; Kabir, 2019; Nakao & de Andrade Guerra, 2021). This change, improvement, and optimization does not always mean extensive changes in technology; even a small change to improve service delivery is considered an innovation. Based on our literature analysis, companies must view innovation
Building on Previous Studies Four dimensions have been determined for transformational leadership... more Building on Previous Studies Four dimensions have been determined for transformational leadership, including idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Bass, 1999). Transformational leaders can positively enhance collaboration through idealized influence that develops relationships with subordinates throughout the organization. Collaboration is highly facilitated by diminishing isolation and providing opportunities for further dialogue (Darling, 1990). It can build a climate of openness for employees to link their individual-interests to collective-interests (Bass & Steidlmeier, 1999). A transformational leader also shows concern through individualized consideration by focusing on identifying employees' individual needs within companies. It can be argued that this concern for employees' individual needs can in turn contribute to their organizational commitment and inspire them to put extra effort into their jobs, which leads to improved quality of products, customer satisfaction and eventually promote the degree of return on assets, sales and investment. Transformational leadership also highlights the vital importance of employee attitudes in accomplishing the commercial objectives. In this way, the inspirational motivation aspect of transformational leadership can inspire human capital through setting highly desired expectations (Bass & Avolio, 1997). It can be seen that a higher level of expectation can motivate human assets to enhance their productivity by decreasing organizational costs.
Undergraduate business students in North America are often unfamiliar with the labor organizing p... more Undergraduate business students in North America are often unfamiliar with the labor organizing process and frequently fail to identify with the reasons why workers join unions. This article suggests a discussion exercise based on the 1979 film, Norma Rae, by 20th Century Fox, as an effective tool for familiarizing students with fundamental topics in labor relations such as the union
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Papers by M. Provitera