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Organisational Learning of Absorptive Capacity and Innovation: Does Leadership Matter?

Darwish, Tamer K., Zeng, Jing, Rezaei Zadeh, Mohammad, Haak-Saheem, Washika (2018) Organisational Learning of Absorptive Capacity and Innovation: Does Leadership Matter? European Management Review, 17 (1). pp. 83-100. ISSN 1740-4754. (doi:10.1111/emre.12320) (KAR id:67397)

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Abstract

Following the process-based definition of absorptive capacity, this study seeks to explore the mediating role of transformational and transactional leadership styles in the relationship between the three learning processes of absorptive capacity and innovation. Based on a survey in the United Arab Emirates (UAE), it was found that transformational leadership mediates the relationship between exploratory and transformational learning processes and innovation. It was also found that transactional leadership did not mediate the relationship between the internal exploitative learning process and innovation. Whilst several researchers have noted a need to develop a better theoretical understanding of the mechanisms explaining the interplay between absorptive capacity and innovation, we provide theoretical explanations of the underlying mechanism and further offer explanations as to why some firms are better able to convert external knowledge into strategic innovations when compared with others. The implications of these findings for theory and practice are delineated.

Item Type: Article
DOI/Identification number: 10.1111/emre.12320
Uncontrolled keywords: Absorptive capacity, learning processes, transformational leadership, transactional leadership, innovation
Subjects: H Social Sciences > HF Commerce
Divisions: Divisions > Kent Business School - Division > Kent Business School (do not use)
Depositing User: Maggie Zeng
Date Deposited: 22 Jun 2018 11:32 UTC
Last Modified: 16 Feb 2021 13:55 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/67397 (The current URI for this page, for reference purposes)
Zeng, Jing: https://orcid.org/0000-0002-5374-9678
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