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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.

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.

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.

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.

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.

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.

Drawing on knowledge-based theory, contingency theory of leadership, social learning theory and resource-based view, this study aims to investigate the relationships among knowledge-oriented leadership (KOL), knowledge management capacity (KMC), innovation performance (IP) and organizational performance (OP).

The relationships were examined using the serial mediation model of Hayes (2013). Data were collected from the firms (N = 502) operating in technology development zones in Turkey. The sample size corresponds to 10% of total number of the firms. Within the scope of a policy called National Technology Move by public authority, Turkey has been making strong investments to produce original and advanced technology products. A significant portion of these investments is directed toward technology development zones. Therefore, research on this topic may be of interest in Turkey. It should also be noted that Turkey is a developing country and is one of the world’s 20 largest economies.

The findings show that KMC and IP serially mediate the effect of KOL on OP. In the light of the findings, KOL establishes the eligible conditions for the improvement of KMC. Enhanced KMC transforms into innovation, and as a result, OP increases. As a result, this research shows that Turkish firms under the leadership of knowledge-oriented leaders have high KMC, innovation performance and firm performance. These findings can serve as a valuable benchmark for future studies in developing countries.

The current research has several limitations. It was carried out on the firms operating in technology development zones in Turkey. Future researches can be conducted on the firms outside the technology development zones. Second, this research was carried out in Turkey. The study was conducted in a specific national context covering only Turkish firms. It is recommended that readers be cautious when generalizing the results to different contexts (e.g. other countries and industries). Future researches can be conducted on the firms located in technology development zones in different countries. This may allow the comparison of countries. Turkey is a developing country. For this reason, developing countries should be taken into consideration in the comparison between countries, not developed countries such as the USA and European countries. Third, this is a cross-sectional study. Therefore, it does not reveal the changes in research variables over time. Longitudinal data collection is recommended for future researches.

The research findings are turned into a slogan and the firms are recommended the following perspective: more innovation for strong performance; a strong KMC for innovation; and for all, a strong knowledge-oriented leadership.

KOL is a quite new research field. The current study makes a significant contribution to the literature by revealing the fact that KOL is effective in increasing OP. In addition, testing via the serial mediation model the relationships which put forward how KOL increases OP, this study sheds light on organizational outcomes of KOL. There is an important gap in the search for leadership characteristics that allow knowledge-intensive firms to improve their KMC, innovation and firm performance. Therefore, this research is an important step toward filling this gap.

This study seeks to examine the role of knowledge-oriented leadership in the health sector to achieve team outcomes in the Covid-19 context. Drawing from the leader–member exchange (LMX), social cognitive and social identity theory, the present study develops a model linking knowledge-oriented leadership and team performance through the underlying psychological mechanisms of team efficacy, team cohesion, team commitment and team collaboration.

Utilizing quantitative data methodology, data were obtained from the pharmaceutical employees (health sector) of Pakistan during the pandemic. The partial least squares structural equation modeling was used to test the hypotheses.

The findings support the hypothesis that knowledge-oriented leadership significantly influences team outcomes. The study also verified that team collaboration effectively mediates the relationship between knowledge-oriented leadership and team performance.

The study is unique in the sense that it explores the newly established leader behavior (knowledge-oriented leadership) in understanding team outcomes in the health sector. The study concludes by making significant implications to overcome the challenges raised by Covid-19 pandemic.

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.

This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.

According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.

The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.

Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.

The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.

Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.

The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

The purpose of this research is to investigate the effect of knowledge-oriented leadership on organizational performance of higher education institutions (HEIs) and examine the neglected mediating role of knowledge management (KM) processes and innovation.

Following the quantitative and cross-sectional research design, data were collected through self-administered questionnaire from 312 faculty members of HEIs of Pakistan. The partial least squares structural equation modelling data analysis technique was applied to test the hypothesized relationships.

The results indicate that knowledge-oriented leadership has direct and positive effect on organizational performance. Moreover, the findings reveal that KM processes and innovation partially mediate the effect of knowledge-oriented leadership on organizational performance.

This study underscores the imrportant role of knowledge-oriented leadership in HEIs. Findings of this research suggest that by exhibiting knowledge-oriented behaviours, managers of HEIs can effectively manage their knowledge assets, ensure successful implementation of KM processes and augment product and process innovation leading towards superior organizational performance.

This is amongst one of the first studies that proposes an integrated research model and examines interrelationships amongst knowledge-oriented leadership, KM processes, innovation and organizational performance in the context of HEIs.

This paper aims to examine the underlying mechanism through which knowledge-oriented leadership (KOL) encourages knowledge sharing (KS) among the employees. It investigates KOL as an antecedent of KS. Furthermore, it also examines the mediation of employee goal orientation in the relationship of KOL and KS. Moderating role of emotional intelligence is also examined.

Multilayer data were collected from 223 employees of pharmaceutical industry in Pakistan. Structural equation modelling (SEM) is applied to analyse the model and hypothesis.

The result supports the direct positive effect of KOL on KS. Indirect effect of KOL on KS through the mediation of employee learning goal orientation is also supported by the result.

Organizations or managers should engage their learning-oriented employees newly hired employee and front line manager in KS process. Leader should give different task to such an employee who did not perform earlier because in doing so, such employee will explore or exploit their own tacit knowledge and that of their colleagues.

This study contributes to the existing body of knowledge by establishing unexplored indirect effect of KOL on KS through the mediation of employee goal orientation. By discussing goal orientation as an outcome of KOL, this study extends the literature of the outcomes of KOL, which are currently limited to KM, work attitudes and innovative performance.

With new hybrid working models in place post COVID-19, it is requisite that knowledge workers (KWs) stay agile. Knowledge-oriented leadership (KOL) can help employees with essential knowledge acquisition (KA) facilitating the journey toward hybrid work agility (HWA). This study, thus, aims to explore the impact of KOL and KA on HWA and reveal whether this effect stems uniformly from a single homogenous population or if there is unobserved heterogeneity leading to identifiable segments of agile KWs.

Data was collected through stratified sampling from 416 employees from 20 information technology enabled services companies involved in knowledge-intensive tasks. Partial least squares (PLS) structural equation modeling approach, using SMART PLS 4.0, has been applied to examine the effect of KOL and KA on HWA. Finite mixture PLS, PLS prediction-oriented segmentation and multigroup analysis have been used to identify segments, test segment-specific path models and analyze the significance of the differences in the path coefficients for unobserved heterogeneity. Predictive relevance of the model has been determined using PLS Predict.

Results indicate that KOL contributes to employees’ KA and HWA. A significant positive relationship is also reported between KA and HWA. The model has medium predictive relevance. A two-segment solution has been delineated, wherein independent agile KWs (who value autonomy and personal agency over leadership for KA) and dependent agile KWs (who depend on leaders for relational and structural support for KA) have been identified. Thus, KOL and KA play a differential role in determining HWA.

The authors’ major contribution to the knowledge body constitutes the determination of antecedents of HWA and a typology of agile KWs. Future researchers may conduct segment-wise qualitative analysis to delineate other variables that contribute to HWA.

Technological advances necessitate that knowledge-intensive industries foster agility in employees for strategic agility of the organization. For effecting agile adaption of an organization to the knowledge economy conditions, it is pertinent that the full potential of this human resource be used. By profiling HWA of KWs on the basis of dimensions of KOL and the level of their KA, organizations will be able to help employees adapt better to rapidly changing work conditions.

HWA is a novel concept and very germane in a hybrid working environment. To the best of the authors’ knowledge, this is the first study to examine the effects of the dimensions of KOL and KA in relation to HWA, along with an empirical examination of unobserved heterogeneity in the aforementioned relationship.

Drawing upon social cognitive theory (SCT), the authors aimed to examine the relationship between supervisors' knowledge-oriented leadership (KOL) style and knowledge workers' performance. The authors further investigated the conditional indirect effects of KOL on workers' performance through knowledge management (KM) engagement at different levels of workers' empowerment.

The authors used a time-lagged field survey and collected data from 212 knowledge workers and their 72 supervisors working in 15 knowledge-intensive firms across Pakistan.

The results showed that supervisors' KOL positively affected knowledge workers' performance both directly and through KM engagement. Similarly, the effect of KM engagement on workers' performance was stronger for those who experienced higher levels of empowerment. Finally, the indirect effects of KOL on workers' performance through KM engagement were stronger for higher levels of empowerment.

The study provided theoretical implications, specifically in a non-Western work context where KOL is relatively less explored. Additionally, the authors examined the concept of empowerment, using SCT, as a boundary condition, providing evidence for empowerment as a contingency factor that fosters employees' performance.