Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis

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Abstract

Purpose: The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour. Design/methodology/approach: Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan. Findings: The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour. Research limitations/implications: Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams. Originality/value: This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

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APA

Vandavasi, R. K. K., McConville, D. C., Uen, J. F., & Yepuru, P. (2020). Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis. International Journal of Manpower, 41(8), 1221–1233. https://doi.org/10.1108/IJM-04-2019-0180

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