Purpose: This paper aims to investigate the influence of transformational leadership (TL) and two aspects of trust (trust in a leader and trust among members, including two versions of each: “disclosure” and “reliance”) on knowledge collecting (KC) and knowledge donating (KD).Design/methodology/approach: Structural equation modelling was used to test the effects of TL and aspects of trust on knowledge sharing (KS) processes using data collected from 336 participants at 35 large service firms.Findings: The results showed that reliance-based trust in a leader (LR), disclosure-based trust in a leader (LD), reliance-based trust among members (MR) and disclosure-based trust among members (MD) act as mediators in the relationship between TL and KS processes. LR and MR have more significant effects on KD, whereas LD, MD and TL have more significant effects on KC.Research limitations/implications: Future research could examine how personal characteristics (e.g. education level and working experiences) moderate the relationships between TL and KS processes.Practical implications: From a practical perspective, the paper provides directors/managers an increased understanding of paths to success in KC and KD.Originality/value: This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management. From a managerial perspective, this study identifies necessary factors for encouraging and promoting KS processes within an organization.

Purpose: This paper aims to investigate the correlation between collaborative culture, knowledge sharing and innovation capabilities in Chinese firms. Design/methodology/approach: This paper used structural equation modeling to examine the level of how collaborative culture and knowledge sharing impact on two types of innovation capabilities (product innovation and process innovation) based on using data collected from 77 Chinese firms. Findings: The research findings show that knowledge sharing plays a mediating role between collaborative culture and two specific types of innovation, namely, product innovation and process innovation. The paper first confirms the moderating role of ownership form in the relationships between knowledge sharing and innovation capabilities. The results underline the necessity of building a collaborative culture to stimulate employees’ knowledge sharing behavior, which in turn positively promotes innovation capabilities in an organization. Research limitations/implications: The paper has not evaluated the relationship between latent variables under the condition of moderating variables of individual characteristics (such as optimism and self-efficacy) or firm characteristics (such as industry type, firm size and firm age). Further research should examine the moderating effects of these variables to have clearer relationship between the constructs. Practical implications: This paper offers leaders a deeper understanding of the effects of ownership forms and potential factors to promote innovation capabilities in their firms. Originality/value: The paper has contributed to theoretical and practical initiatives on the theory of innovation management which enable firms to identify the necessary factors and mechanism to enhance firm capabilities for innovation.

Purpose: This paper aims to investigate the effects of transformational leadership on individuals and organization’s innovation capability via the mediating role of employees' positive psychological capital (Psy-Cap) namely self-efficacy and optimism.Design/methodology/approach: Structural equation modeling (SEM) is used to test proposal hypotheses through the empirical data collected from 330 participants at 90 firms in Vietnam.Findings: The research findings revealed that self-efficacy and optimism significantly mediate the relationship between transformational leadership and innovation capabilities. In addition, self-efficacy has a greater impact on innovation capabilities compared with the effect of optimism.Practical implications: The findings highlight the important role of practicing transformational leadership style to nurture and foster both employees' positive psychology sources and firms' innovation capability.Originality/value: The paper has significantly advanced and deepened our understanding of how transformational leaders connect with employees to nurture and develop one of the most special aspects of human resource in contemporary working environment called employees' positive Psy-Cap for stimulating firm's innovation capabilities.

Purpose: Due to the vital role of innovation for firms to respond effectively to the rapid changes of business environment, the purpose of this study is to explore the influence of transformational leadership (TL) on innovation capability of firms via mediating role of knowledge management capability (KMC). It attempts to deepen insight on the moderating mechanism of innovation culture (IC) in enhancing the effects of KMC on two specific aspects of innovation capability namely product and process innovation.Design/methodology/approach: The paper utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using data collected from 339 participants in 75 manufacturing and service firms in China.Findings: The findings indicate that TL directly or indirectly affect firm's innovation via mediating role of KMC. The findings highlight that influences of KMC on aspects of innovation capability are different and depended on the degree of innovative climate in an organization.Research limitations/implications: Future research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on specific roles of knowledge management's constituents in linking TL and innovation capability.Originality/value: This study contributes to bridging research gaps in the literature and advancing the insights of how TL directly and indirectly fosters product and process innovation via mediating roles of KMC. By investigating moderating role of IC, this study has provided the valuable initiatives and integration view of a new mechanism to foster specific dimensions of innovation capability of firms in developing and emerging market.

Purpose: The purpose of this study is to clarify the effects of transformational leadership (TL) on radical and incremental innovation through the mediating roles of knowledge sharing (KS) behaviors. This study also attempts to bring deeper insight of the correlation among the latent factors by examining how knowledge-centered culture (KCC) moderates the effects of TL on KS behaviors and innovation capability.Design/methodology/approach: This study conducts a questionnaire survey and Structural Equation Modeling to test the proposal research model based on a sample of 321 participants in 85 service and manufacturing firms.Findings: The results revealed that KS behaviors significantly mediate the relationship between TL and two types of innovation. Specifically, knowledge collecting has more significant effect on incremental innovation compared with influence of knowledge donating. By contrast, knowledge donating has a greater effect on radical innovation compared with effect of knowledge collecting. The paper also highlights the important role of KCC in enhancing the effects of TL on KS activities and innovation capabilities.Research limitations/implications: The study has highlighted the important role of KCC as it positively moderates the influences of TL on KS and innovation capability.Practical implications: The study provides evidence that TL style is the main driving force of KS processes. Managers should prioritize practicing this leadership style to improve employees' KS behaviors and firm's innovation capability.Originality/value: The study significantly fills the gaps in the literature that emphasizes how KS behaviors induce different impacts on specific aspects of innovation capability. By exploring the moderator of KCC, the paper significantly contributes to advancing the understanding of how transformational leaders foster employees' KS behaviors for improving radical and incremental innovation.

Purpose: This paper aims to clarify the influences of transformational leadership (TL), aspects of justice and trust on knowledge sharing (KS) process after assessing the controlling role of individuals’ education and gender.Design/methodology/approach: Structural equations modeling (SEM) has been applied to evaluate the degree of influence that each variable has on the others through using data collected from 353 respondents of 56 large manufacturing and service firms.Findings: The results show that distributive justice, procedural justice and trust in leadership play mediating roles in the relationship between TL and KS behavior. TL and procedural justice have more significant effects on knowledge collecting, while trust in the leader and distributive justice have more significant effects on knowledge donating.Research limitations/implications: Future research can investigate how personal characteristics (e.g. educational level and work experience) may play moderating roles in the relationships between TL and KS processes.Practical implications: From a practical perspective, the study brings a deeper understanding for directors and managers about the necessary factors to encourage and promote KS behavior in the organization.Originality/value: The study findings provide a theoretical basis that can be used to analyze the relationships between TL, aspects of justice, trust and the KS process.