The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional…
The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional leadership and organizational performance in Jordanian banks located in Irbid city.
A questionnaire that targeted 350 respondents resulted in 298 usable ones with a response rate of 85.14 percent. To test the research hypotheses, a structural equation model was conducted, in addition to descriptive statistics that provided background on the respondents.
The findings indicate that transformational and transactional leadership relate positively to organizational performance. The results also support the argument that intellectual capital and innovation played mediating roles in transformational and transactional leadership and organizational performance.
The present study provides managers with empirical proof that possessing strong intellectual capital in its three dimensions seems to help the banking sector in Jordan to reinforce their ability to generate both radical and incremental innovation. Also, applying an effective leadership style will motivate and lead to superior performance.
Although papers have shown that leadership style is an important factor influencing employees' performance and outcomes, this is one of the few studies that investigates the interrelationships between leadership styles, intellectual capital, and innovation on organization performance. Furthermore, it is the first to test the model on the banking sector in Jordan.
This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to…
This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to environments and creation of new innovative ideas.
This study applied quantitative research methods to examine the causal relationships among the key study variables. A questionnaire-based survey developed to evaluate the research model by drawing a convenience sample includes 123 employees working in the selected company headquarters in Jordan. Surveyed data were examined following the structural equation modeling procedures.
Results revealed that tacit knowledge sharing had a positive effect on employees’ abilities in the areas of adaptation to the work environments and creation of innovative ideas, while there was no an affirmative effect on employees’ abilities in the area of solving the work problems. In addition, the study showed that mentoring had a positive effect on employees’ abilities in terms of solving work problems, adaptation to work environments and creation of new innovative ideas. Furthermore, mentoring had mediated the relationship between tacit knowledge sharing and employees’ abilities.
The findings of this study lay a basis for future studies pertain to the effect of tacit knowledge sharing and mentoring on the employees’ abilities as preconditions for improving organizational performance. These findings would be supported by future research studies, the examining of larger samples of pharmaceutical companies to give deeper meanings and more understandings of the relationship, among key study variables. The authors argue that it is useful to expand the current research by conducting future studies, examining the mediating role of other social learning methods such as storytelling and community of practices on relationship between tacit knowledge sharing and employees abilities.
The current research model will assist knowledge managers and practitioners to take serious decisions pertaining employees’ involvement in the process of tacit knowledge sharing and mentoring as preconditions for superior organizational. As well as, it can be a step forward for conducting further research studies on relationships among tacit knowledge sharing, mentoring and employees abilities.
This suggested model may act as a catalyst for continuous improvements to the Jordan pharmaceutical industry in terms of producing high-quality medicines that improve health of humans and the society at large.
Although academic studies on knowledge management showed a positive relationship between tacit knowledge sharing and organizational performance, few studies examined the relationships between tacit knowledge sharing and employees’ abilities as preconditions for superior organizational performance. Furthermore, they ignored to examine the effect of the crucial mediating role of mentoring on the relationship between the two constructs. Therefore, this research tries to fill these gaps appropriately.