The Interplay of Knowledge-Oriented Leadership, KnowledgeManagement, Intellectual Capital, and OrganizationalPerformance in Higher Education Institutions
DOI:
https://doi.org/10.14419/2j5a0t07Keywords:
Higher Education; Hainan Province; Intellectual Capital; Knowledge Management; Knowledge-Oriented Leadership; Organizational Innovation; Organizational PerformanceAbstract
This study examines relationships among knowledge-oriented leadership, knowledge management, intellectual capital, organizational innovation, and organizational performance in higher education institutions. Integrating the knowledge-based view, resource-based view, and dynamic capabilities theory, this research tests a framework positioning organizational innovation as a mediator between knowledge-related antecedents and institutional performance. Survey data were collected from 386 university administrators across public and private higher education institutions in Hainan Province, China, and analyzed using partial least squares structural equation modeling. Results reveal that knowledge-oriented leadership significantly influences both knowledge management practices and intellectual capital development. Knowledge management and intellectual capital positively affect organizational innovation, which subsequently enhances organizational performance. Mediation analysis confirms organizational innovation partially mediates relationships between knowledge-related resources and performance. Findings contribute to higher education management literature by illuminating pathways through which knowledge-centric leadership practices foster institutional effectiveness in a rapidly developing provincial context. Practical implications for university administrators and directions for future research are discussed.
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