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Knowledge-Centered Culture and Knowledge-Oriented Leadership as the Key Enablers of Knowledge Creation Process: A Study of Corporate Sector in Pakistan

Author

Listed:
  • Arslan Ayub

    (University of Sargodha)

  • Masood Ul Hassan

    (Bahauddin Zakariya University Multan)

  • Ibn. E. Hassan

    (Bahauddin Zakariya University Multan)

  • Shahjahan Laghari

    (Bahauddin Zakariya University Multan)

Abstract

The purpose of this study is to analyze the role of knowledge-centered culture and knowledge-oriented leadership as the key enablers of knowledge creation process for enhanced organizational performance in corporate sector in Pakistan. The notion is that there is an immense need of effective knowledge creation process for organizations if they have to survive in the dynamic markets. Numerous such initiatives have already been undertaken in this research arena. However, the study is unique as it examines the antecedents that steer the execution of knowledge creation process in order to translate better organizational performance. In this regards, the study considers knowledgecentered culture and knowledge-oriented leadership as the key factors that stimulate knowledge creation process and hence, results in an efficient as well as effective knowledge creation process. The study adopted hypothetico-deductive approach and primary data is collected from respondents in corporate sector in Southern Punjab, Pakistan. The study employed SPSS 20.0 and AMOS 20.0 for data analyses and found encouraging results. Finally, the study provides future directions and practical implications for the theoretical framework.

Suggested Citation

  • Arslan Ayub & Masood Ul Hassan & Ibn. E. Hassan & Shahjahan Laghari, 2016. "Knowledge-Centered Culture and Knowledge-Oriented Leadership as the Key Enablers of Knowledge Creation Process: A Study of Corporate Sector in Pakistan," Acta Universitatis Danubius. OEconomica, Danubius University of Galati, issue 12(2), pages 51-69, April.
    • Handle: RePEc:dug:actaec:y:2016:i:2:p:51-69
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    References listed on IDEAS

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