References
- Analoui, B. D., Hannah Doloriert, C., & Sambrook, S. (2012). Leadership and knowledge management in UK ICT organisations. Journal of Management Development, 32(1), 4–17. https://doi.org/https://doi.org/10.1108/02621711311286892
- Anand, A., & Walsh, I. (2016). Should knowledge be shared generously? tracing insights from past to present and describing a model. Journal of Knowledge Management, 20(4), 713–730. https://doi.org/https://doi.org/10.1108/JKM-10-2015-0401
- Archanjo de Souza, D. S. D. O., Pedro Salgado, A. M., Marins, F. A. S., & Muniz, J. (2020). The influence of leaders’ characteristics on the relationship between leadership and knowledge management. Knowledge Management Research & Practice, 1–12. https://doi.org/https://doi.org/10.1080/14778238.2020.1730716
- Assefa, T., Garfield, M., & Meshesha, M. (2015). Enabling factors for knowledge sharing among employees in the workplace. In Banking, finance, and accounting (pp. 978–1003). IGI Global.
- Babalola, M. T., Stouten, J., Euwema, M. C., & Ovadje, F. (2016). The relation between ethical leadership and workplace conflicts: The mediating role of employee resolution efficacy. Journal of Management, 4(4), 1–27. https://doi.org/https://doi.org/10.1177/0149206316638163
- Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215. https://doi.org/https://doi.org/10.1037/0033-295X.84.2.191
- Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum.
- Bernard, H. R., & Ryan, G. W. (2010). Analysing qualitative data: Systematic approaches. Sage.
- Birasnav, M. (2014). KM and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67(8), 1622–1629. https://doi.org/https://doi.org/10.1016/j.jbusres.2013.09.006
- Bock, G. W., Zmud, R. W., Kim, Y. G., & Lee, J. N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, socialpsychological forces, and organizational climate. MIS Quarterly, 29(1), 87–111. https://doi.org/https://doi.org/10.2307/25148669
- Boer, H., Holweg, M., Kilduff, M., Pagell, M., Smurfit, M., Schmenner, R., & Voss, C. (2015). Making a meaningful contribution to theory. International Journal of Operations & Production Management, 35(9), 1231–1252. https://doi.org/https://doi.org/10.1108/IJOPM-03-2015-0119
- Bradshaw, R., Chebbi, M., & Oztel, H. (2015). Leadership and knowledge sharing. Asian Journal of Business Research, 4(3), 1–20. https://doi.org/https://doi.org/10.14707/ajbr.150001
- Cabrilo, S., & Grubic-Nesic, L. (2012). The role of creativity, innovation and invention in knowledge management. In S. B. Buckley & M. Jakovljevic (Eds.), Knowledge management innovations for interdisciplinary education: organizational applications (pp. 206–233). IGI Global.
- Carmeli, A., Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasknowledge sharing in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/https://doi.org/10.1080/10400419.2010.504654
- Chang, V. S., & Tan, A. (2013). An ecosystem approach to knowledge management, in L. Uden, F. Herrera, P. J. Bajo, & R. J. Corchado (Eds), 7th international conference on KM in organizations: Service and cloud computing, Springer, Berlin, Heidelberg, Salamanca, 25–35.
- Chang, W. C., & Li, S. T. (2007). Fostering knowledge management deployment in R&D work knowledge sharing spaces: A five-stage approach. R&D Management, 37(5), 479–493. https://doi.org/https://doi.org/10.1111/j.1467-9310.2007.00484.x
- Chen, D. D., Liang, T. P., & Lin, B. (2010). An ecological model for organizational knowledge management. Journal of Computer Information Systems, 50(3), 11–22. https://doi.org/http://dx.doi.org/10.1080/08874417.2010.11645403
- Cheng, L., & Leong, S. (2017). Knowledge management ecological approach: A cross-discipline case study. Journal of Knowledge Management, 21(4), 839–856. https://doi.org/https://doi.org/10.1108/JKM-11-2016-0492
- Choi, S. B., Tran, T. B. H., & Kang, S. W. (2016). Inclusive leadership and employee well-being: The mediating role of person-job fit. Journal of Happiness Studies, 18(6), 1–25. https://doi.org/https://doi.org/10.1007/s10902-016-9801-6
- Chow, W. S., & Chan, L. S. (2008). Social network, social trust and shared goals in organizational knowledge sharing. Information & Management, 45(7), 458–465. https://doi.org/https://doi.org/10.1016/j.im.2008.06.007
- Chumg, H. F., Cooke, L., Fry, J., & Hung, I. H. (2015). Factors affecting knowledge sharing in the virtual organisation: Employees’ sense of well-being as a mediating effect. Computers in Human Behavior, 44(C), 70–80. https://doi.org/https://doi.org/10.1016/j.chb.2014.11.040
- Cockrell, R. C., & Stone, D. N. (2010). Industry culture influences pseudo-knowledge sharing a multiple mediation analysis. Journal of Knowledge Management, 14(6), 841–857. https://doi.org/https://doi.org/10.1108/13673271011084899
- Dalkir, K. (2005). Knowledge management in theory and practice. Elsevier.
- Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
- Dierendonck, D. V. (2010). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261. https://doi.org/https://doi.org/10.1177/0149206310380462
- Donate, M. J., & de Pablo, J. D. S. (2015). The role of knowledge-oriented leadership in KMpractices and innovation. Journal of Business Research, 68(2), 360–370. https://doi.org/https://doi.org/10.1016/j.jbusres.2014.06.022
- Durán Gamba, M. G., & Castañeda Zapata, D. I. (2015). Relación entre liderazgo transformacional y transaccionalcon la conducta de compartir conocimiento endas empresas de servicios. Acta Colombiana De Psicología, 18(1), 135–147. https://doi.org/http://dx.doi.org/10.14718/ACP.2015.18.1.13
- Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550. https://doi.org/https://doi.org/10.5465/amr.1989.4308385
- Elrehail, H., Alsaad, A., & Alzghoul, A. (2018). The impact of transformational and authentic leadership on innovation in higher education: The contingent role of knowledge sharing. Telematics & Informatics, 35(2015), 55–67. https://doi.org/https://doi.org/10.1016/j.tele.2017.09.018
- Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. G. (2017). Leadership and followership identity processes: A multilevel review. The Leadership Quarterly, 28(1), 104–129. https://doi.org/https://doi.org/10.1016/j.leaqua.2016.10.003
- Ferreira, V., Santo, P. E., & Santo, L. E. (2016). Leadership effects in product and process management through knowledge management. In S. Moffett, & B. Galbraith (Eds.), European conference on knowledge management (pp. 257–265). Academic Conferences and Publishing International Ltd.
- Filieri, R., & Alguezaui, S. (2014). Structural social capital and innovation, is knowledge transfer the missing link? Journal of Knowledge Manage, 18(4), 728–757. https://doi.org/https://doi.org/10.1108/JKM-08-2013-0329
- Foss, N. J., Husted, K., & Michailova, S. (2010). Governing knowledge sharing in organizations: Levels of analysis, governance mechanisms, and research directions. Journal of Management Studies, 47(3), 455–482. https://doi.org/https://doi.org/10.1111/j.1467-6486.2009.00870.x
- Kianto, A., Vanhala, M., & Heilmann, P. (2016). The impact of knowledge management on job satisfaction. Journal of Knowledge Management, 20(4), 621–636. https://doi.org/https://doi.org/10.1108/JKM-10-2015-0398
- Krok, E. (2013). Willingness to share knowledge compared with selected social psychology theories. Contemporary Economics, 7(1), 101–109. https://doi.org/https://doi.org/10.5709/ce.1897-9254.77
- Le, P. B., & Lei, H. (2018). Fostering knowledge sharing behaviours through ethical leadership practice: The mediating roles of disclosure-based trust and reliance-based trust in leadership. Knowledge Management Research & Practice, 16(2), 183–195. https://doi.org/https://doi.org/10.1080/14778238.2018.1445426
- Lin, H. F. (2006). Impact of organizational support on organizational intention to facilitate knowledge sharing. Knowledge Management Research & Practice, 4(1), 26–35. https://doi.org/https://doi.org/10.1057/palgrave.kmrp.8500083
- Lu, H., & Lee, H. I. (2016). Case study on four patterns of knowledge conversion: Behavioral competency and social learning theory perspectives. Knowledge Management Research & Practice, 14(3), 270–279. https://doi.org/https://doi.org/10.1057/kmrp.2014.29
- Matić, D., Cabrilo, S., Grubić-Nešić, L., & Milić, B. (2017). Investigating the impact of organizational climate, motivational drivers, and empowering leadership on knowledge sharing. Knowledge Management Research & Practice, 15(3), 431–446. https://doi.org/https://doi.org/10.1057/s41275-017-0063-9
- Mesmer-Magnus, J. R., & De Church, L. A. (2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94(2), 535–546. https://doi.org/https://doi.org/10.1037/a0013773
- Mura, M., Lettieri, E., Radaelli, G., & Spiller, N. (2013). Promoting professionals’ innovative behavior through knowledge sharing: The moderating role of social capital. Journal of Knowledge Management, 17(4), 527–544. https://doi.org/https://doi.org/10.1108/JKM-03-2013-0105
- Nakano, D., & Muniz, J., . J. (2018). Writing the literature review for empirical papers. Production, 28, e20170086. https://doi.org/https://doi.org/10.1590/0103-6513.20170086
- Nemanich, L. A., & Keller, R. T. (2007). Transformational leadership in an acquisition: A field study of employees. The Leadership Quarterly, 18(1), 49–68. https://doi.org/https://doi.org/10.1016/j.leaqua.2006.11.003
- Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/https://doi.org/10.1002/job.413
- Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412–1426. https://doi.org/https://doi.org/10.1037/a0017190
- Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long Range Planning, 33(1), 5–34. https://doi.org/https://doi.org/10.1016/S0024-6301(99)00115-6
- Northouse, P. G. (2015). Leadership: Theory and practice. Sage publications.
- Paliszkiewicz, J., Gołuchowski, J., & Koohang, A. (2015). Leadership, trust, and KM in relation to organizational performance: Developing an instrument. The Online Journal of Applied Knowledge Management, 3(2), 19–35. https://www.researchgate.net/publication/280309675_Leadership_trust_and_knowledge_management_in_relation_to_organizational_performance_Developing_an_instrument
- Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623. https://doi.org/https://doi.org/10.1002/job.650
- Pinho, I., Rego, A., & Pina e Cunha, M. (2012). Improving knowledge management processes: A hybrid positive approach. Journal of Knowledge Management, 16(2), 215–242. https://doi.org/https://doi.org/10.1108/13673271211218834
- Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2017). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203. https://doi.org/https://doi.org/10.1016/j.hrmr.2017.07.002
- Saifi, S. A. (2015). Positioning organisational culture in KM research. Journal of Knowledge Management, 19(2), 164–189. https://doi.org/https://doi.org/10.1108/JKM-07-2014-0287
- Schwartz, S. H. (1999). A theory of cultural values and some implications for work. Applied Psychology, 48(1), 23–47. https://doi.org/https://doi.org/10.1111/j.1464-0597.1999.tb00047.x
- Song, C., Park, K. R., & Kang, S. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social Behavior and Personality, 43(10), 1749–1760. https://doi.org/https://doi.org/10.2224/sbp.2015.43.10.1749
- Stemler, S. (2001). An overview of content analysis. Practical Assessment, Research & Evaluation, 7(17), 1–10. https://doi.org/https://doi.org/10.7275/z6fm-2e34
- Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 661–681. https://doi.org/https://doi.org/10.2307/258687
- Vollstedt, M., & Rezat, S. (2019). Compendium for early career researchers in mathematics education (pp. 81–99). Springer.
- Wang, J., Yang, J., & Xue, Y. J. (2017). Subjective well-being, Knowledge sharing and individual innovation behavior: The moderating role of absorptive capacity. Leadership & Organization Development Journal, 38(6), 1110–1127. https://doi.org/https://doi.org/10.1108/LODJ-10-2015-0235
- Wee, J. C. N., & Chua, A. Y. K. (2013). The peculiarities of knowledge management processes in SMEs: The case of Singapore. Journal of Knowledge Management, 17(6), 958–972. https://doi.org/https://doi.org/10.1108/JKM-04-2013-0163
- Wickramasinghe, V., & Widyaratne, R. (2012). Effects of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on knowledge sharing in project teams. Vine, 42(2), 214–236. https://doi.org/https://doi.org/10.1108/03055721211227255
- Wu, W. L., & Lee, Y. C. (2017). Empowering group leaders encourages knowledge sharing: Integrating the social exchange theory and positive organizational behavior perspective. Journal of Knowledge Management, 21(2), 474–491. https://doi.org/https://doi.org/10.1108/JKM-08-2016-0318
- Xie, B., Zhou, W., Xia, D., & Guo, Y. (2019). What drives the trickle-down effect of calling orientation from supervisors to subordinates? The perspective of social learning theory. Frontiers in Psychology, 10(905), 1–11. https://doi.org/https://doi.org/10.3389/fpsyg.2019.00905
- Yauch, C. A., & Steudel, H. J. (2003). Complementary use of qualitative and quantitative cultural assessment methods. Organizational Research Methods, 6(4), 465–481. https://doi.org/https://doi.org/10.1177/1094428103257362
- Yeh, Y. J., Lai, S. Q., & Ho, C. T. (2006). Knowledge management enablers: A case study. Industrial Management & Data Systems, 106(6), 793–810. https://doi.org/https://doi.org/10.1108/02635570610671489
- Yeo, R. K., & Marquardt, M. J. (2015). To share or not to share? Self-perception and knowledge-sharing intent. Knowledge Management Research & Practice, 13(3), 311–328. https://doi.org/https://doi.org/10.1057/kmrp.2013.52
- Yu, C., & Chu, T. (2007). Exploring knowledge contribution from an OCB perspective. Information & Management, 44(3), 321–331. https://doi.org/https://doi.org/10.1016/j.im.2007.03.002
- Zheng, X., Zhu, W., Zhao, H., & Zhng, C. (2015). Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation. Journal of Organizational Behavior, 36(5), 621–644. https://doi.org/https://doi.org/10.1002/job.1990
- Zheng, Y., Graham, L., Epitropaki, O., & Snape, E. (2019). Service leadership, work engagement, and service performance: The moderating role of leader skills. Group & Organization Management, 45(1), 43–74. https://doi.org/https://doi.org/10.1177/1059601119851978