Moderator Variables in Leadership Research

Howell, Jon P.; Dorfman, Peter W.; Kerr, Steven

doi:10.5465/amr.1986.4282632

Cited by 284 publications

(192 citation statements)

References 14 publications

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“…The main purpose for examining moderating variables is to understand the inconsistencies of results across research. Moderating variables can neutralize, enhance, or lessen the effect of a relationship (Howell, Dorfman, & Kerr, 1986) and they can unveil the limitations of explanatory powers (Sun & Zhang, 2006). Eventually, these findings have proposed the effects of knowledge sharing behavior through virtual platforms are moderated by gender only.…”

Section: Resultsmentioning

confidence: 95%

Factors Affecting Knowledge Sharing Using Virtual Platforms – A Validation of Unified Theory of Acceptance and Use of Technology (UTAUT)

Kasim¹

2015

IJMPICT

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Knowledge sharing is an important initiative in creating competitive advantage. As an important tool in the successful implementation of Knowledge Management (KM), sharing knowledge is seen to be the most important practice and resource which organization possesses. Various organizations have developed strategies to ensure that KM is successful by embedding knowledge sharing practices in their routine work processes. Nowadays, people have been using virtual platforms and web-based technologies, such as INTRODUCTIONKnowledge management (KM) has been widely initiated and practiced in various organizations around the world. The KM initiative comprises a range of strategies and approaches to identify, develop, acquire, transfer, share, and enable adoption of wisdom and experiences, by either individuals or organizations. KM's definition has been suggested by several academicians, including Argote et al. (2000) and Huber (1991), who refer to KM as how organizations create, retain, and share knowledge. Landline and Zollo (2007) have described KM as the methods of developing, capturing, and adopting knowledge to enhance organizational performance. These scholars have also asserted this initiative as a range of approaches and procedures exploited by businesses to determine, represent, and transfer information, skills, experience, intellectual property, and other forms of knowledge for innovation and learning across the organization. In line with this argument, KM has been positioned as a business strategy that advances knowledge as a critical resource and can integrate pieces of this knowledge across the organization as a distinguishing feature for market success (Davenport &Prusak, 1998;Grant, 1996).Furthermore, From the above definitions, the academicians have identified knowledge sharing as one of the important pillars in KM. Grant (1996) has asserted that knowledge sharing as an important focus in the KM field, where knowledge is seen as the most important resource an organization can possess. Argote et al. (2000) have defined knowledge sharing as the process through which a unit, group, or division is influenced by the experience or skill of another. These scholars also indicate that the sharing of knowledge can be observed through variances in knowledge or performance of recipient units. Recently, various organizations have developed strategies to ensure that KM is successful by embedding knowledge sharing practices in their routine work processes. In fact, the management and the stakeholders of the companies have realized the importance of sharing practices for their staff and have embedded KM initiatives in their organizations.An organization experiences several advantages and benefits to performing knowledge sharing practices. Knowledge sharing is important because an individual's knowledge will not have much impact for the business unless it is available to other individuals (Nonaka& Takeuchi, 1995). Knowledge sharing behavior has facilitated learning among employees and enable them to resolve problem...

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Section: Resultsmentioning

confidence: 95%

Factors Affecting Knowledge Sharing Using Virtual Platforms – A Validation of Unified Theory of Acceptance and Use of Technology (UTAUT)

Kasim¹

2015

IJMPICT

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“…The moderator constructs Process Orientation and Information Systems Support affect the correlations between analytics and SC performance without necessarily being directly correlated with any of those constructs [1,39].…”

Section: The Research Modelmentioning

confidence: 99%

The impact of business analytics on supply chain performance

Trkman

McCormack

Oliveira

et al. 2010

Decision Support Systems

383

233

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The paper investigates the relationship between analytical capabilities in the plan, source, make and deliver area of the supply chain and its performance using information system support and business process orientation as moderators. Structural equation modeling employs a sample of 310 companies from different industries from the USA, Europe, Canada, Brazil and China. The findings suggest the existence of a statistically significant relationship between analytical capabilities and performance. The moderation effect of information systems support is considerably stronger than the effect of business process orientation. The results provide a better understanding of the areas where the impact of business analytics may be the strongest.

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“…In addition, leadership research focuses particularly on the relationship between leaders and followers. And this relationship has been examined from many perspectives (House & Aditya, 1997): trait and style approaches focus on leaders (Bryman, 1986;Stogdill, 1948); information-processing approaches and implicit theories of leadership focus on followers (Lord & Maher, 1991;Phillips & Lord, 1982); sociological approaches and substitutes for leadership models focus on contexts (Kerr & Jermier, 1978;Meindl, 1993); and contingency approaches, leader-member exchange theory, individualized leadership models, and social constructionist approaches (Fiedler, 1967;Graef, 1983;Graen & Scandura, 1987;Howell, Dorfman, & Kerr, 1986;Meindl, 1993) focus on the nature of interactions among leaders, followers, and contexts. In contrast to this micro focus, strategic leadership research focuses on executive work, not only as a relational activity but also as a strategic activity and a symbolic activity (Hambrick & Pettigrew, 2001).…”

Section: Strategic Leadershipmentioning

confidence: 99%

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

Abuzaid

2016

IJBM

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Organizations need to be ambidextrous to acquire new capabilities to be compatible with changing business environment and at the same time to employ its available capabilities to achieve the efficiency. The leadership contributes in building organizational ambidexterity through creating the context of ambidexterity. Therefore, the purpose of this study is to identify the impact of strategic leadership on the organizational ambidexterity of the (94) Jordanian chemical manufacturing companies operating at King Abdullah II Ibn Al-Hussein Industrial City. The sample of the study includes all the study population. The sampling unit and analysis (respondents) composed of the Chief Executive Officers (CEO) of all target companies. In order to achieve the study objectives, the researcher designed a questionnaire to collect the required data from study sample. To test the hypotheses the multiple regression analysis used. Empirical results indicated that the strategic leadership has a positive impact on organizational ambidexterity. Based on the results of the study, the strategic leader must be having the following skills: visioning, focusing, and implementing. In addition, researchers should conduct additional studies in strategic leadership and organizational ambidexterity in the different industries and contexts, especially in the service companies and taking other dimensions of strategic leadership rather than visioning, focusing, and implementing.

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Moderator Variables in Leadership Research

Cited by 284 publications

References 14 publications

Factors Affecting Knowledge Sharing Using Virtual Platforms – A Validation of Unified Theory of Acceptance and Use of Technology (UTAUT)

Factors Affecting Knowledge Sharing Using Virtual Platforms – A Validation of Unified Theory of Acceptance and Use of Technology (UTAUT)

The impact of business analytics on supply chain performance

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

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