Organisational learning of absorptive capacity and innovation: does leadership matter?

Zeng, J., Haak-Saheem, W., Rezaei-Zadeh, M. and Darwish, T. (2020) Organisational learning of absorptive capacity and innovation: does leadership matter? European Management Review, 17 (1). pp. 83-100. ISSN 1740-4762 doi: 10.1111/emre.12320

Abstract/Summary

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
URI	https://reading-clone.eprints-hosting.org/id/eprint/79117
Identification Number/DOI	10.1111/emre.12320
Refereed	Yes
Divisions	Henley Business School > International Business and Strategy
Publisher	Wiley
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