Unpacking knowledge management and organizational performance: a comparison between emerging and developing countries

Abstract

Purpose The study explores the impact of knowledge-oriented leadership (KOL) on knowledge management (KM) processes and the indirect relationship of KM processes with organizational performance (OP) via mediating the role of creative organizational learning (COL) in cross-cultural settings. Design/methodology/approach This research used a survey structure of 784 faculty and admin personnel from higher education institutions in China and Pakistan. Smart-PLS, 3.2.9 was used to perform analysis. Findings The result shows a significant positive influence of KOL on KM processes and KM processes on OP via the partial mediating effect of COL in China, Pakistan and the overall sample. The multi-group analysis confirmed the substantial differential effect of KOL on KM processes. Practical implications Outcomes of this research affirm KM's university practice and recommend how higher education academics and administrators prioritize KOL, KM processes and COL while strengthening OP in a culturally different environment. Originality/value The current research is among the initial experiments to determine KOL, KM processes, COL and organizational (University) performance relationships in a culturally different environment. The study is among the initials that just not empirically explore the associations between the factors but sheds light on existing literature by immediately exploring COL's mediating position in China and Pakistan's HEIs.

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