The Interplay of Knowledge-Oriented Leadership, KnowledgeManagement,‎ Intellectual Capital, and OrganizationalPerformance in Higher Education Institutions

  • Authors

    • Xiaoming Chen College of Innovation and Management, Suan Sunandha Rajabhat University, Thailand
    • Chaithanaskorn Phawitpiriyakliti College of Innovation and Management, Suan Sunandha Rajabhat University, Thailand
    • Jeeranan Sangsrijan Faculty of Humanities and Social Science, Suan Sunandha Rajabhat University, Thailand
    • Danielle Pattanayanon Bangkok International, Thailand
    • Sid Terason Faculty of Sports and Health Science, Kasetsart University, Thailand
    https://doi.org/10.14419/2j5a0t07

    Received date: January 2, 2026

    Accepted date: January 19, 2026

    Published date: January 28, 2026

  • Higher Education; Hainan Province; Intellectual Capital; Knowledge Management; Knowledge-‎Oriented Leadership; Organizational Innovation; Organizational Performance

  • Abstract

    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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    Chen , X. ., Phawitpiriyakliti , C. ., Sangsrijan , J. ., Pattanayanon , D. ., & Terason , S. . (2026). The Interplay of Knowledge-Oriented Leadership, KnowledgeManagement,‎ Intellectual Capital, and OrganizationalPerformance in Higher Education Institutions. International Journal of Accounting and Economics Studies, 13(1), 562-569. https://doi.org/10.14419/2j5a0t07