Abstract
In the complex and volatile global business environment, knowledge management (KM) has apparently become an essential part of business strategy. However, the real challenge for the organizations is to continue to innovate and share knowledge. The current study intends to investigate the factors related to a leader’s power base and downward influence strategy that influences successful creation of knowledge internalization culture (KIC) and effective implementation of knowledge sharing and understanding (KSU), which is essential KM practice in public sector research and development (R&D) organizations. Modified Total Interpretive Structural Modelling (m-TISM) is used to classify mutual interactions among identified factors. Based on focus group discussions undertaken with senior scientists, m-TISM and hierarchical model of knowledge internalization culture, efficiency, expert power, sanctions positive, synergistic culture, customer orientation active, ingratiation, knowledge sharing & understanding, flexibility and reward power was developed based on their driving and dependence power. Results of this study offer valuable insight for leaders’/decision makers to implement and achieve results from KM strategies, particularly in R&D organizations.
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Tripathi, M., Hasan, Z. Can leaders power and influence strategy enhance knowledge management in research intensive organizations: a modified TISM approach. Qual Quant 57, 4725–4758 (2023). https://doi.org/10.1007/s11135-022-01542-2
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DOI: https://doi.org/10.1007/s11135-022-01542-2