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Impact of Knowledge Sharing and Knowledge Retention on Employees Development through the Mediation of Sustainable Competitive Advantage and Moderation of Transformational Leadership

Author

Listed:
  • Muhammad Imran Hanif

    (Putra Business School, University of Putra Malaysia, Malaysia,)

  • Hiba Sagheer

    (Institute of Banking and Finance, Bahauddin Zakariya University Multan, Pakistan)

  • Sameen Mehak

    (Institute of Banking and Finance, Bahauddin Zakariya University Multan, Pakistan)

Abstract

In advanced time, firms realize that procuring the past information and sharing them among the representatives will increment the improvement and development of the employees and it is the path to pick up a Sustainable Competitive Advantage in a showcase. The study points to center on the development of the workers through supporting the competitive edge. This could be done by legitimate utilize of past information and encounter which is procured and shared among the individuals of an organization. Leaders also play an imperative part within the Knowledge Sharing and Retaining but Transformational Leaders does not make an energetic environment through which they can offer assistance to form sound learning handle. It is since Transformational Leaders frequently don’t know almost the conduct and states of mind of the representatives, their needs and wishes. This study is quantitative and close-ended questions were utilized to expound the relationship of the factors. Information was collected from a test estimate of 200 respondents of the telecommunication sector. The regression technique was used to test the hypothesis relationship. The findings of this study show that Knowledge Sharing, Knowledge Retention has a significant positive relation with Employee Development and Sustainable Competitive Advantage mediates significantly between them. While, Transformational Leadership does not significantly moderate the relation between Knowledge Sharing, Knowledge Retention, and Sustainable Competitive Advantage. Further, it describes limitations and the direction for the future.

Suggested Citation

  • Muhammad Imran Hanif & Hiba Sagheer & Sameen Mehak, 2020. "Impact of Knowledge Sharing and Knowledge Retention on Employees Development through the Mediation of Sustainable Competitive Advantage and Moderation of Transformational Leadership," International Review of Management and Marketing, Econjournals, vol. 10(4), pages 96-109.
    • Handle: RePEc:eco:journ3:2020-04-14
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    References listed on IDEAS

    as
    1. Muhammad Imran Hanif & Muhammad Shahzad Hani & Asif Kamran & Rabia Khan & Shao Yunfei, 2016. "Knowledge Sharing And Innovation Performance Affected By Hr Generic Strategies: An Empirical Study Of Smes In China And Pakistan," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 12(2), pages 12-17.
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    5. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    6. Hsiu‐Fen Lin, 2007. "Knowledge sharing and firm innovation capability: an empirical study," International Journal of Manpower, Emerald Group Publishing Limited, vol. 28(3/4), pages 315-332, June.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    Knowledge Sharing; Transformational Leadership; Sustainable Competitive Advantage; Knowledge Management; Employee Development;
    All these keywords.

    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • L1 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance
    • M0 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General

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