The Key Factors of Knowledge Sharing and the Mediating Role of Knowledge Sharing in Innovative Work Behavior in Chinese Small and Medium-Sized Enterprises (SMEs)

Zhifeng Cui; Gooi Leong Mow

doi:10.6918/IJOSSER.202410_7(10).0044

Authors

Zhifeng Cui
Gooi Leong Mow

DOI:

https://doi.org/10.6918/IJOSSER.202410_7(10).0044

Keywords:

Knowledge Sharing; Innovative Work Behavior; Organizational Innovation.

Abstract

The digital economy's rise has fundamentally transformed wealth creation, placing innovation and knowledge at the forefront of competitive advantage. As a result, enhancing employee creativity has become a critical challenge for companies striving to maintain performance and drive growth. In an increasingly unpredictable global market, organizations must adopt innovative strategies to stay competitive, leading to extensive research on fostering entrepreneurial innovation. Leadership plays a pivotal role in promoting innovation and creativity within modern organizational frameworks. This study explores the impact of transformational, transactional, and authentic leadership styles on organizational innovation. Transformational leadership is highlighted for its ability to inspire and motivate employees to exceed expectations and engage in creative thinking. In contrast, transactional leadership, while focused on goal attainment through rewards and penalties, may indirectly support innovation by establishing structure and accountability. Authentic leadership, characterized by transparency, honesty, and moral integrity, fosters trust and collaboration, thereby encouraging innovative behaviors. This research investigates the individual and combined effects of these leadership styles on fostering innovation, with a specific focus on the mediating role of knowledge sharing. The findings aim to contribute to the body of research on leadership and innovation, offering valuable insights for managers and executives seeking to nurture creativity within their teams and organizations.

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