The influence of leaders’ characteristics on the relationship between leadership and knowledge management

Knowledge management strategy for managing disaster and the COVID-19 pandemic in Indonesia: SWOT analysis based on the analytic network process

Indonesia has significant expertise in disaster management due to its disaster geography. Collective expertise and knowledge are valuable resources for lowering disaster risk and enhancing disaster resilience. Additionally, in the current pandemic situation, a clearer understanding of COVID-19 is growing, which could make a difference in how effectively we respond to this and future pandemics. Therefore, it is crucial to record and maintain information related to the event in order to handle any crisis and COVID-19 pandemic appropriately. The goal of this study is to explore KM implementation approaches for handling disasters and the COVID-19 pandemic in Indonesia. In order to collect data for this study, 20 experts were interviewed and 30 experts participated in a Focus Group Discussion (FGD). SWOT analysis was utilised in this study to find different KM implementation strategies. The Analytic Network Process (ANP) was used to prioritize several previously discovered strategies. The study finds that the approach which must be prioritised is to ensure that knowledge products can be accessed by the public, and they must include the community (family) as subjects in establishing knowledge management methods (not only the government or institutions).

The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study

Purpose

This study aims to minimize the research gap by finding out what are the current state of knowledge management (KM) in the Chinese private science and technology organizations, the essential factors for promoting KM behaviors and the role of knowledge-oriented leadership in determining employees’ KM behaviors. Specifically, this research attempts to create a theoretical framework, which can be used to facilitate KM implementation in general, in the Chinese context in particular.

Design/methodology/approach

Semi-structured interviews with executives, senior managers and specialists were used to capture interviewees’ responses to the research question. The responses were analyzed with Nvivo to detect the obstacles of KM behaviors within Chinese private science and technology organizations.

Findings

This study highlights that poor KM behaviors are caused by knowledge-oriented leaders’ weak awareness of the KM values, and also these leaders are not equipped with the necessary knowledge-oriented leadership skills. As a result, there is a lack of knowledge sharing and knowledge inheritance. To respond to the identified KM related issues, while maximizing the KM values, some effective countermeasures focusing on the strategic, managerial as well as operational levels are proposed.

Practical implications

There is a need for knowledge-oriented leaders to recognize the growing significance of KM practices, and to increase the level of awareness of KM values. To achieve such ambition, they need to build a corporate knowledge culture, which promotes knowledge development, application, preservation, sharing and inheritance.

Originality/value

This study contributes to deepening the understandings of the linkage between knowledge-oriented leadership and KM behaviors, which is of great significance to promote the soft power of KM on employees’ attitudes and behaviors.

Knowledge has no value until it is shared: an empowering leadership perceptive

Purpose

The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing.

Design/methodology/approach

Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries.

Findings

Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices.

Practical implications

This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices.

Originality/value

Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.