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Leadership, knowledge dynamics and dual-path innovation: unravelling the synergy in Pakistan’s manufacturing sector
16 references·0 citing·51 second hopsampled
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References

  • 1991Exploration and Exploitation in Organizational Learning22,018 cited
  • 1986Self-Reports in Organizational Research: Problems and Prospects17,151 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It16,216 cited
  • 2014Partial least squares structural equation modeling (PLS-SEM)13,038 cited
  • 2015Common Method Bias in PLS-SEM11,396 cited
  • 2001Knowledge Management: An Organizational Capabilities Perspective6,382 cited
  • 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,388 cited
  • 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis3,744 cited
  • 2006Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams2,722 cited
  • 2006Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, And Performance1,866 cited
  • 2013The paradox of openness: Appropriability, external search and collaboration1,098 cited
  • 2006A Knowledge Management Success Model: Theoretical Development and Empirical Validation761 cited
  • 2003A taxonomy of players and activities across the ERP project life cycle694 cited
  • 2010Management Innovation and Leadership: The Moderating Role of Organizational Size

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691 cited
  • 2012Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance652 cited
  • 2019Determinants of innovation capability: the roles of transformational leadership, knowledge sharing and perceived organizational support612 cited
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