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This paper aims to explore the importance of knowledge-oriented leadership in the context of business model innovation (BMI) and open innovation. This study also seeks to explore the existence of a mediating effect of absorptive capacity.

Data were collected using a survey, from the information technology industry in India. The relationships proposed in the conceptual framework were tested with structural equation modeling (SEM) using Smart partial least squares (PLS) 3.

The findings highlight a positive influence of knowledge-oriented leadership on BMI and open innovation. Results also revealed that open innovation can facilitate BMI. Additionally, findings highlighted the mediating role of absorptive capacity in these relationships.

This study suggests that businesses should employ and value leaders who can create, transform, store and use knowledge resources. Companies that employ such leaders encourage the creation and exchange of new knowledge, which consequently would lead to the successful exploration of innovative approaches. A culture of open innovation would help managers break down barriers, overcome inertia and continuously test new business models to generate revenues, increase value, enhance organizational effectiveness and ultimately gain competitive advantage.

This study is one of the first to empirically contribute to the role of knowledge-oriented leadership and BMI from the perspective of open innovation.

This study aims to investigate the mechanism of knowledge management within multinationals during the post COVID-19 era, with particular consideration given to the relationship between the cultural intelligence of top managers and knowledge-oriented leadership using fear of COVID-19 as a moderating factor.

Derived from upper echelons’ theory and research on knowledge management success (KMS), a theoretical model and associated hypotheses have been developed and tested. Structural equation modeling was used with statistics collected from 288 top managers and executives of multinational corporations dominated by knowledge-intensive industries through a network investigation.

Results indicate that the levels of executives’ cultural intelligence and knowledge-oriented leadership contribute to KMS, while knowledge-oriented leadership acts as a mediator between them. In addition, the fear of COVID-19 of senior executives negatively affects both the direct and mediated influence of cultural intelligence on KMS.

The current research uses an empirical approach to examine cross-border KMS. Further research is needed to develop more comprehensive measurement tools for KMS and more detailed research by further developing the subdimensions of cultural intelligence. In addition, this paper used cross-sectional research that limits the capability to establish causal relationships over time.

The research explores the “human side” of the key antecedents of KMS, fills the gap in research about the impact of cultural intelligence and knowledge-oriented leadership on the achievement of KMS, paves the way for emerging knowledge-oriented leadership from the initial phase to the mature phase and contributes to the literature on environmental uncertainty and crisis, using the COVID-19 as a representative context.

Due to the vital role of innovation for firms to respond to the change and achieve competitive advantage, the purpose of this study is to investigate the influence of knowledge-oriented leadership (KOL) on innovation performance via the mediating role of knowledge sharing (KS). This study also explores the moderating role of organizational justice in the relationship between KS and innovation performance.

Analysis of moment structures and structural equation modeling are applied to examine the relationship among the latent factors in the proposed research model using data collected from 335 participants in 121 manufacturing and service firms in Vietnam.

The findings revealed that KOL serves as a key precursor to foster innovation performance directly or indirectly through active and passive KS behaviors. In addition, the paper highlights the moderating role of organizational justice in strengthening the impact of KS activities on innovation performance.

By highlighting the important role of KOL for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve innovation performance. The research findings support the idea that building a climate of justice is crucial to enhance the effects of KS on innovation performance.

This study contributes to bridging the research gaps in the literature and advances the insights of how KOL directly and indirectly stimulates innovation performance via mediating roles of active and passive KS processes under the climate of justice.

This study aims to analyze and clarify the influence of knowledge-oriented leadership (KOL) on radical and incremental innovation via the mediating role of knowledge sharing (KS). This study also explores the relationship between KS and two aspects of innovation capability by examining the moderating role of market turbulence.

The research model was tested using a structural equation modeling design based on survey data collected from 335 participants in 132 manufacturing and service firms in Vietnam.

The findings revealed that KOL serves as a key precursor to foster radical and incremental innovation directly or indirectly through KS processes. In addition, it highlights the moderating role of market turbulence in strengthening the impact of KS activities on two forms of innovation capability.

By highlighting the important role KOL practice for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve radical and incremental. The research findings support the idea that market turbulence significantly contributes to increasing the effects of KS on innovation capability.

This study contributes to bridging research gaps in the the literature and advances the insights of how KOL directly and indirectly fosters innovation capability via the mediating role of KS processes under the market turbulence.

This study aims to analyze the effects of the components of absorptive capacity (ACAP) – potential absorptive capacity (PACAP) and realized absorptive capacity (RACAP) on inbound and outbound open innovation (OI). In addition, this study investigates the moderating role that knowledge-oriented leadership (KOL) plays in the relationship between ACAP and OI.

This research adopts a quantitative approach, using structural equation modeling, in a sample of 218 companies in the Brazilian manufacturing sector, using a random sampling technique and self-administered questionnaire.

The results indicate that while PACAP positively influences inbound and outbound OI, RACAP has a significant relationship only with outbound OI. In addition, KOL moderates the significant relationships between PACAP and RACAP and OI, indicating that the development of a leadership that fosters learning and interaction between employees and sectors of the organization impacts the innovation results of companies in the manufacturing sector.

This study also shows that managers must have an active role in the construction of an organizational context that supports learning through initiatives that encourage the process of trial and error, teamwork and cooperation between employees.

This research advances previous studies by relating the two components of ACAP (PACAP and RACAP) with the two OI models (inbound and outbound), in addition to analyzing the moderating role that KOL plays in this relationship between ACAP and OI.

Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on organizational commitment and tacit and explicit knowledge-sharing behaviors in Saudi non-profit organizations (NPOs). The study also aims to explore authentic leadership’s direct and indirect impact on tacit and explicit knowledge-sharing behaviors via organizational commitment.

The study used a quantitative research design by distributing a survey questionnaire among 415 employees. A total of 300 responses were collected during the survey questionnaire data collection.

The results showed that authentic leadership significantly and positively influenced organizational commitment and tacit and explicit knowledge sharing. Additionally, organizational commitment significantly and positively mediated the relationship between authentic leadership and tacit knowledge sharing, and there was partial mediation. However, organizational commitment failed to mediate the relationship between authentic leadership and explicit knowledge sharing.

The management of Saudi NPOs should focus on developing knowledge capital resources for employees who work in an organization to get a competitive advantage.

The study made a novel contribution that the Saudi NPOs should promote tacit and explicit knowledge-sharing but focus more on explicit knowledge sharing.

Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited focus on the role of HRM practices in facilitating KMPs in organizations, most especially in small and medium enterprises (SMEs) that are constrained by lack of adequate resources, making them dependent on external sources of knowledge. In addressing this gap, this study aims to investigate the link between knowledge-based HRM practices and open innovation (OI) activities through KMPs in Jordanian SMEs.

Following the survey method, 500 manufacturing SMEs in Jordan were randomly selected as participants, with a total of 335 responses collated. The structural equation modeling technique, based on AMOS, was used in analyzing the collected data.

The findings revealed a significant positive relationship between knowledge-based HRM practices and OI. In addition, KMPs was determined to be a significant mediator of the relationship between knowledge -based HRM practices and OI.

The study contributes to the literature by emphasizing the organizational elements that boost OI in SMEs. The findings hold significant implications for enhancing the performance of innovativeness, competitiveness and the socioeconomic advancement in the SMEs sector.

The purpose of this study is to investigate the effect of transformational leadership (TL) of school leaders on tacit and explicit knowledge sharing (KS) of teachers via the mediating roles of knowledge self-efficacy. This study also attempts to bring a deeper insight on the correlation between TL and KS by exploring the moderating effect of knowledge-oriented school culture (KSC).

The paper used the quantitative approach and structural equation modeling to test the relationship among the latent factors in the proposed research model using data collected from 335 teachers in Vietnamese universities.

The findings revealed that TL might be an important precursor to create significant influences on tacit and explicit KS behaviors of teachers directly or indirectly through its positive effect on knowledge self-efficacy. In addition, the paper highlights the moderating role of KSC in strengthening the impact of TL on tacit and explicit KS behaviors of teachers.

This paper offers principals and managers in higher education a novel approach and valuable understanding of the effective pathways to foster KS behaviors of teachers.

This study is unique in its attempts to bridge research gaps in the literature and advance the insights of how school leadership fosters knowledge self-efficacy and KS willingness of teachers through practicing TL style and building a knowledge-oriented climate in higher education.

Given the decisive role of knowledge-oriented leadership (KOL) in boosting organizational innovation capacities, the research intends to investigate the effect of KOL on ambidextrous innovation with the mediating effect of knowledge management capability (KMC). Furthermore, technological turbulence (TT) is regarded as a moderator in the relationship between KMC and ambidextrous innovation.

The data obtained from 122 Pakistani manufacturing firms were used to evaluate the proposed relationships using the partial least square structural equation modeling approach.

The empirical findings demonstrate that KOL positively affects both aspects of ambidextrous innovation, namely exploitative innovation (EII) and exploratory innovation (ERI), with a higher effect on EII. Additionally, knowledge management process capability (KMPC) partially mediates the association between KOL and both dimensions of ambidextrous innovation (EII and ERI). Similarly, knowledge management infrastructure capability (KMIC) mediates the link between KOL and ERI but does not mediate the relationship between KOL and EII. The impacts of the KMPC and KMIC on EII are also significantly moderated by TT, although the link between the two components of the KMC (KMPC and KMIC) and ERI is unaffected.

The research provides useful knowledge and a novel strategy for policymakers to foster KOL and invest in KMC to improve the capabilities of Pakistani manufacturing firms in terms of innovation.

The research has contributed significantly to the resources-based view and knowledge-based view (KBV) literature by examining the various mediation moderation mechanisms and offering greater insights into the relationship between KOL and firms, KMC, and ambidextrous innovations.

Emergent leadership is a relatively new phenomenon, suggesting that leaders emerge from within teams without having a formal leadership assigned role. While emergent leadership has much relevance in today's organizations transitioning from vertical to horizontal leadership, there is a paucity of research about the process of emergent leadership that enables team members to become influential within teams.

Using purposive sampling, we interview 40 individuals in nine agile teams working in five Information Technology firms.

We identify various traits, experiences, behaviors, skills, and abilities of emergent leaders. Broadly, we conclude that an emergent leader serves as a “detail-oriented structure” or a “big picture coordinator.” Based on the findings, we propose a leadership emergence process that details how team members gain status and emerge as leaders, as well as the factors that can cause them to lose that status and return to becoming a regular team member. Furthermore, we introduce a model that demonstrates how technical expertise and personality traits interact, influencing team dynamics and facilitating the emergence of leaders within a team.

We contribute to the literature on emergent leadership by conceptualizing lateral influence and a leadership emergence process. We also extend the agile leadership literature and address some calls for empirical studies to understand the leadership dynamics in agile teams. We also show some limitations of the existing approaches and offer some useful insights.