Repozytorium publikacji - Politechnika Gdańska

This study explores how a learning culture supported by transformational leadership influences tacit knowledge sharing and change adaptability in higher education and how these relations impact this sector’s internal and external innovativeness. The empirical model was tested on a sample of 368 Polish scientific staff using the structural equation modeling (SEM) method. Then results were expanded by applying OLS regression using SPSS PROCESS macro. Findings revealed that tacit knowledge sharing and change adaptability driven by learning culture are vital links connecting transformational leadership with innovativeness. Moreover, change adaptability was revealed to be a critical factor mediating between tacit knowledge sharing and innovativeness (external and internal). Tacit knowledge sharing and transformational leadership are seen as fully mediated by the mistake acceptance factor in learning culture. Besides, this study provided empirical evidence that higher education institutions must adapt to change constantly and evaluate their internal processes to deliver a higher level of innovative work visible externally. It also shows that leaders supporting a smooth flow of tacit knowledge sharing are central to scientific development because they foster adaptability and innovativeness (external and internal). Furthermore, the influence of the mistakes acceptance component on tacit knowledge sharing is revealed to be moderated by gender.

Autorzy

• dr hab. inż. Wioleta Kucharska link otwiera się w nowej karcie ,
• Teresa Rebelo