Knowledge-Oriented Leadership and Open Innovation: The Mediating Role of Knowledge Process and Infrastructure Capability

Abstract

Purpose: The study aims to examine the causal relationships among knowledge-oriented leadership (KOL), open innovation (OI), knowledge infrastructure capability (KIC) and knowledge process capability (KPC). This study also explored the mediating role of knowledge infrastructure capability (KIC) and knowledge process capability (KPC) in the relationship between knowledge-oriented leadership and open innovation. Design/methodology/approach: The study collected primary data via a standardized questionnaire comprising a sample of 305 pharmaceutical and health sector employees in Pakistan. Hypotheses were tested through structural equation modeling. Findings: The results display the significant causal relationships among the variables and knowledge infrastructure and process capability and these significantly mediate the relationship between knowledge-oriented leadership and two-dimensional open innovation. Furthermore, this study found an insignificant effect of KOL on inbound open innovation. Limitation: The findings of the paper are based on the data collected from the Pakistan pharmaceutical and health sector. In future, to accommodate the issue of generalizability, the framework can be used for samples from other countries. Practical Implication: This study provides evidence that leadership is one of the most crucial sources that can aid in organizational effectiveness when dealing with knowledge by developing infrastructure and improving processes to enhance innovative outcomes.

Determining the role of sources of knowledge and IT resources for stimulating firm innovation capability: a PLS-SEM approach

“…Several studies have highlighted the significance of using external knowledge sources to promote organizational innovation (Cohen and Levinthal, 1990). Furthermore, competitive marketplaces, integration, globalization, and the advancement of information and communication technology have made using outside sources almost mandatory (Chesbrough, 2003;Shehzad et al, 2021a). The utilization of external sources of knowledge and information is commonly shown and assessed in research to refer to openness in organizations' innovation processes (Ferraris et al, 2017).…”

“…Several studies have highlighted the significance of using external knowledge sources to promote organizational innovation (Cohen and Levinthal, 1990). Furthermore, competitive marketplaces, integration, globalization, and the advancement of information and communication technology have made using outside sources almost mandatory (Chesbrough, 2003; Shehzad et al. , 2021a).…”

Stimulating knowledge-sharing behaviours through ethical leadership and employee trust in leadership: the moderating role of distributive justice

“…According to Naqshbandi and Jasimuddin (2018), knowledge-oriented leadership is the key source and solution to help firms address challenges and difficulties by developing a knowledge-oriented climate and improving organisational knowledge management capability. Knowledge-oriented leaders allow firms to use knowledge as a strategic resource for improving organisational performance and competitive advantage (Shehzad et al , 2021). However, a lack of studies have investigated the relationship between knowledge-oriented leadership and specific aspects of KS behaviours (Donate and De Pablo, 2015; Shehzad et al , 2021).…”

“…Knowledge-oriented leaders allow firms to use knowledge as a strategic resource for improving organisational performance and competitive advantage (Shehzad et al , 2021). However, a lack of studies have investigated the relationship between knowledge-oriented leadership and specific aspects of KS behaviours (Donate and De Pablo, 2015; Shehzad et al , 2021). Future research should explore the influence of knowledge-oriented leadership on tacit and explicit KS behaviours via appropriate moderating and mediating factors to advance insight into new mechanisms for fostering KS processes in organisations.…”

Exploring the Nexus Between Knowledge-Oriented Leadership and Employees’ Innovative Behaviour in SMEs: The Moderating Role of Organisational Learning Culture

“…Individuals are the driving force behind all innovation, and their attitudes and behaviours are crucial to the continuity of competition and inventiveness of organisations (Aboobaker and KA, 2021). Recent research has explored the indirect links between knowledge-oriented leadership and innovation (Donate et al, 2022;Jiang et al, 2021;Shehzad et al, 2021) and the link between organisational learning culture and organisational innovation (Cui et al, 2022;Khan et al, 2021). However, the direct link between knowledge-oriented leadership and employees' innovative behaviour has not yet been examined (Latif et al, 2021).…”