Muhammad Zada, Jawad Khan, Imran Saeed, Shagufta Zada, Zhang Yong Jun
{"title":"将可持续领导力与可持续项目绩效联系起来:知识整合的中介作用和高层管理知识价值的调节作用","authors":"Muhammad Zada, Jawad Khan, Imran Saeed, Shagufta Zada, Zhang Yong Jun","doi":"10.1108/jkm-01-2023-0019","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.</p><!--/ Abstract__block -->","PeriodicalId":48368,"journal":{"name":"Journal of Knowledge Management","volume":"40 1","pages":""},"PeriodicalIF":6.6000,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Linking sustainable leadership with sustainable project performance: mediating role of knowledge integration and moderating role of top management knowledge values\",\"authors\":\"Muhammad Zada, Jawad Khan, Imran Saeed, Shagufta Zada, Zhang Yong Jun\",\"doi\":\"10.1108/jkm-01-2023-0019\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p>Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. 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Linking sustainable leadership with sustainable project performance: mediating role of knowledge integration and moderating role of top management knowledge values
Purpose
The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.
Design/methodology/approach
A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.
Findings
The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.
Research limitations/implications
Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.
Practical implications
Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes.
Originality/value
The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.
期刊介绍:
Knowledge Management covers all the key issues in its field including:
■Developing an appropriate culture and communication strategy ■Integrating learning and knowledge infrastructure
■Knowledge management and the learning organization
■Information organization and retrieval technologies for improving the quality of knowledge
■Linking knowledge management to performance initiatives ■Retaining knowledge - human and intellectual capital
■Using information technology to develop knowledge management ■Knowledge management and innovation
■Measuring the value of knowledge already within an organization ■What lies beyond knowledge management?