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Exploring the relationship between leadership, organizational culture, trust, and effectiveness of knowledge sharing by forced learning

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  • Lee Alfred Bo Shing

    (The Hong Kong Polytechnic University, Hung Hum, Hong Kong)

  • Pu Jenny Xiaodie

    (The Hong Kong Polytechnic University, Hung Hum, Hong Kong)

Abstract

A focal firm is dependent on the suppliers and sometimes needs to develop the suppliers to improve their capabilities. Several development programs are available. Knowledge sharing in the supply chain is one of the supplier development programs. In the literature, it has shown that there is a relationship between knowledge sharing and leadership, organizational culture, and trust. However, the mechanism of knowledge sharing is scarcely studied. With this study, we aim to fill the knowledge gap by exploring the relationship between knowledge sharing by forced learning and leadership, collaborative culture, and trust. Analysis of empirical data by partial least square structural equation modeling (PLS-SEM) suggests that knowledge sharing by forced learning is justified if the supplier firm has appropriate leadership and collaborative culture, and trust exists between the business partners.

Suggested Citation

  • Lee Alfred Bo Shing & Pu Jenny Xiaodie, 2017. "Exploring the relationship between leadership, organizational culture, trust, and effectiveness of knowledge sharing by forced learning," Journal of Administrative and Business Studies, Professor Dr. Usman Raja, vol. 3(2), pages 90-104.
    • Handle: RePEc:apb:jabsss:2017:p:90-104
    DOI: 10.20474/jabs-3.2.4
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    References listed on IDEAS

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    1. Wagner, Stephan M., 2011. "Supplier development and the relationship life-cycle," International Journal of Production Economics, Elsevier, vol. 129(2), pages 277-283, February.
    2. Paul H.J. Hendriks, 2009. "Unveiling the knowledge-sharing culture," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 6(3), pages 235-256.
    3. Gokan Silahtaroglu & Pelin Vardarlier, 2016. "Leaders Impact on Organizational Behavior: A Text Mining Study on Universities in Turkey," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 2(2), pages 52-56.
    4. Victoria W. Miroshnik & Dipak Basu, 2014. "Corporate Culture in Multinational Companies," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-137-44766-1, December.
    5. Fawcett, Stanley E. & Jones, Stephen L. & Fawcett, Amydee M., 2012. "Supply chain trust: The catalyst for collaborative innovation," Business Horizons, Elsevier, vol. 55(2), pages 163-178.
    6. Mari Sako, 2004. "Supplier development at Honda, Nissan and Toyota: comparative case studies of organizational capability enhancement," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 13(2), pages 281-308, April.
    7. Masaaki Kotabe & Xavier Martin & Hiroshi Domoto, 2003. "Gaining from vertical partnerships: knowledge transfer, relationship duration, and supplier performance improvement in the U.S. and Japanese automotive industries," Strategic Management Journal, Wiley Blackwell, vol. 24(4), pages 293-316, April.
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    Cited by:

    1. Nishat Ameer, 2017. "Impact of Organizational Culture on Employee Performance and Organizational Citizenship Behavior (OCB)," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 3(5), pages 183-196.
    2. Riska Maulida Anggraini & Hereyanto & Sandra Bhakti, 2017. "The In uence of Leadership Style and Organizational Climate onPerformance Uay Banjarmasin," International Journal of Business and Economic Affairs (IJBEA), Sana N. Maswadeh, vol. 2(5), pages 297-309.
    3. Domingo C. Edano & Edna Marie D. Punzalan & Natty L. Tumutod, 2017. "Transformational Leadership Styles Of Public Elementary School Principals In Relation To School Social Organizational Factors In Region Iii, Philippines," International Journal of Humanities, Arts and Social Sciences, Dr. Mohammad Hamad Al-khresheh, vol. 3(3), pages 113-121.

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