Critical Evaluation of the role of knowledgeoriented leadership in knowledge
management practices and innovation in the field of “Management Theory and
Practice”
Introduction
This article is based on the principles of knowledge management to improve the efficiency of
business processes,
hang performance and quality of their
services and innovation product
to their customers. In addition, in processing plants, innovation is usually a direct outcome of
the effectiveness of knowledge management, and is the main goal of creating a company and
the pursuit of competitive advantage.
However, innovative technologies without specialists capable to manage them, can not ensure
the competitiveness of any organization.
Intellectual capital and its main carrier
the person
will be
a competitive advantage only if the
company attaches great importance to its
human
resources,
to create a complete set of jobs
linked technologically and organizationally, in
accordance
with the strategic goals and creates
conditions for professional development and
skill. The emergence of new technologies, materials, equipment needs constant replenishment
and
creative use of knowledge, upgrade skills,
continuous learning throughout life.
Leadership behavior is
an important factor in the efficiency within their organization. On the
one hand, leaders can create an environment of knowledge, Novikov, individual resources or
knowledge
to get easy access to knowledge. On
the other hand the leadership to
create and
use
knowledge as they can result in
competition rather than cooperation, and
many other
negative attitude to knowledge. This article discusses three main objectives:
1. to
analyse the influence of a specific
type of organizational leadership –
knowledge
oriented
leadership – on KM practices (i.e.,
creation, transfer, storage, and
application);
2.
to analyse the effect of KM practices on product innovation performance;
3.
to explore the mediating role of KM practices in the relationship between knowledge
oriented leadership and performance in product innovation.
Firstly
this article discusses the three main
of literature, leadership, knowledge
management and innovation. In the first stage, the theoretical models.
In the
second article examines this type of
study guide the behavior of the
leadership on
knowledge
management, which includes knowledge creation,
transmission, storage and
use.
In this
third article examines the relationship
between knowledge management and
knowledgeoriented management practices with the help of statistical data.This article shows
to
improve their innovation through the
effective development and implementation of
knowledge
management initiatives. This article
has the following structure: A discussion
of
the
theoretical background and research questions
under study follows this introductory
section.
Next, the third section presents the
methodology and main results of the
statistical
analysis. Finally, the paper closes with a discussion of the research findings and the principal
conclusions of the study.
Conclusion
The
modern enterprise is working simultaneously
in many contexts. It raises a lot
of
problems.
It is not always clear what the
problem is most significant problem and
what
should
be given priority. Therefore, the creation
of an effective management system should
begin
with the ability to identify key
challenges, the problems of the enterprise,
and then
successfully resolve them. If
you turn the process of governance in
the subject of continuous
improvement, it is, firstly, reduce the dependence of the company on the individual skills and
competencies
of a particular leader, and secondly,
will greatly enhance the efficiency of
the
enterprise
as a whole and will allow
successfully replicate the experience of
successful
management of not only one branch of the company, but also, perhaps, the whole country.
In conclusion, this paper shows the effect of knowledgeoriented leadership on KM practices
for
further innovation. The empirical evidence
has important implications for managers,
and
marks
progress in the research on the
mediating effects of organizational factors
in the
relationship between KM and innovation.
