Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/327531 
Year of Publication: 
2024
Citation: 
[Journal:] Journal of Innovation & Knowledge (JIK) [ISSN:] 2444-569X [Volume:] 9 [Issue:] 4 [Article No.:] 100629 [Year:] 2024 [Pages:] 1-9
Publisher: 
Elsevier, Amsterdam
Abstract: 
In the dynamic world of construction projects, fostering innovation is paramount. This study investigates the transformative potential of shared leadership as a catalyst for team innovation. We examine knowledge-sharing density as a critical mediator through the lens of knowledge management. We adopted a mixed methods approach, collecting multi-wave and multi-source field data and using social network measures. The results demonstrate shared leadership acts as a direct driver of knowledge-sharing density, facilitating innovation in construction projects. Knowledge-sharing density emerges as a transformative force, mediating the impact of shared leadership on team innovation. This intricate relationship unveils hidden potential for innovation within construction teams. Results also show the influence of team open-mindedness norms, which moderate the direct link between knowledge-sharing density and team innovation and the indirect influence of shared leadership. This study pioneers an integrated approach to understanding leadership and knowledge management in the construction sector, with important insights for team leadership, knowledge-sharing, and project performance.
Subjects: 
Shared leadership
Knowledge-sharing density
Open-mindedness norms
Team innovation
Construction industry
JEL: 
L74
O31
O32
D83
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.