The purpose of this chapter is to highlight the importance of cross cultural collaboration and leadership contextualized in a knowledge management paradigm with innovation and intangibles as cornerstones of competitive advantage. It is our intent to shed light on the importance of new knowledge arising from the paradigm shift of organizational values wherein intangibles lie. An innovative culture based on learning steers organizations on human potential with a new mindset to develop core competencies. This chapter demonstrates how core values of commitment, tolerance, involvement and willingness to take risk foster organizational sustainability in the new age paradigm. Complex, dynamic and turbulent organizational environments lead to second order learning, as opposed to first order learning. Organizational memory is reinforced in an environment of collaborative effort and committed knowledge workers. The quality of learning depends on leadership fostering teamwork and harnessing a common vision and organizational principles that nurture and encourage trust.

The capacity for unlearning is important for organizations to embrace innovation and creativity, due to the urgent need give up obsolete knowledge. A critique of organizational learning models highlights the unlearning capacity in organizational learning processes. We anticipate new paths for organizational learning arising from a critique of the models. Research shows that a lack of the unlearning capacity in the organizational learning models can be regarded as a weakness. We propose the internalization phase be included, an intermediate step that absorbs, reflects upon and internalizes all the previous phases, accommodating this additional phase and integrating it into the organization increasing the value of the organization's heritage. The level of internalization should be backed by a specific leadership and associated with humanizing organizational values. The self-efficacy construct placed at the center of this model indicates its umbrella capacity embracing a range of efforts needed to obtain the best possible results.

This study reflects on the relationship between organizational learning and the constructs of exploration and exploitation inherent in ambidextrous learning. Extant theories reveal a dynamics in levels and flows of learning, feedforward and feedback, including two learning loops, ‘exploitation' and ‘exploration'. Universities are appropriate environments to foster knowledge creation and sharing. Collaborative learning environments stimulate knowledge creation and sharing by implementing distributed leadership behaviors that energize individuals to innovate and explore new ideas. Further analysis demonstrates that the social cognitive approach to learning is part and parcel of organizational learning. The fundamental premise in dissimilar leadership behaviors supports aspects of organizational learning. Leadership self-efficacy and its link with learning promote high levels of employee engagement and satisfaction as well as organizational performance. A culture of innovation is fundamental for organizations with transactional and transformational leadership behaviors. Primary data was gathered from a sample of university students from under and postgraduate Business and Economics degree programs. This study further ascertains whether University graduates gain awareness of a range of values that promote knowledge creation and nurture leadership self-efficacy.

Organisations continuously innovate, create, and are competitive if they improve their performance through continuous intellectual capital development, a key resource for value creation and organisational performance driver. Apart from sustaining competitive advantage, intellectual capital is increasingly important due to its ability to increase shareholder value, especially in public organisations. Employee learning, talent development, and knowledge creation allow the organisation to generate innovative ideas due to the quickness of knowledge obsolescence. The organisation's dynamic capabilities create and re-ignite organisational competencies for business sustainability being co-ordinated by well-structured organisational strategic routines ensuring continuous value creation streams into the business. This chapter focuses on the relationship between notions of knowledge sharing and trust in organisations. Lack of trust can impact negatively organisational knowledge sharing, dependent on trust, openness, and communication. The research sample included graduates and postgraduate students from two universities in Portugal. The findings revealed different perceptions according to the age group.

This chapter contributes to the existing evidence on the constructs of shared leadership, social, and emotional capitals to demonstrate their significant galvanizing effect on team and organizational performance through trust. This study aimed to ascertain how leadership self-efficacy might influence shared leadership team, trust, and performance in this IT Company. Managers with self-reported ratings for the self-efficacy attributes cluster of leadership demonstrate greater probability of improving both perceived and actual employee performance. The emerging results concur with the aforementioned premise because these appear to emphasize the leadership self-efficacy attributes cluster of problem solving. These results may have a positive impact on the team and organizational performance as a whole.

A vital component in the new age organizational paradigm is evident in spiritual capital, albeit many occasions leadership overlooks its importance. Nevertheless, this spiritual dimension is gaining acceptance in contemporary organizations as sustainability is very much dependent on this capital. The aim of this chapter is to analyze the principles of spiritual capital, its applicability in the organizational context and to reflect on the importance of this construct in contributing to organizational sustainability. This study aims to gauge the perception of employees about their spiritual capital and its importance in the workplace. We distributed a questionnaire as a data collection method to a sample in higher education institutions in order to create a reference to identify the spiritual resources in the organization. This chapter also analyzes the relevance of the spiritual capital construct, with special focus on spiritual leadership in organizations which are an integral part of the higher education sector.