The Nexus of Organizational Culture, Transformational Leadership, and Technological Infrastructure on Innovative Behavior and Organizational Performance: The Mediating Effect of Knowledge Sharing

Bimmo Dwi Baskoro

doi:10.57134/labs.v29i4.114

Bimmo Dwi Baskoro Universiti Sains Malaysia http://orcid.org/0000-0002-1209-0483

DOI: https://doi.org/10.57134/labs.v29i4.114

Keywords: organizational culture, transformational leadership, technological infrastructure, knowledge sharing, innovative behaviour, organizational performance

Abstract

Purpose – The purpose of this study is to explore the effects of organizational culture (OC), transformational leadership (TFL), and technological infrastructure (TI) on innovative behavior (IB) and organizational performance (OP) through knowledge sharing (KS) in construction firms in Jakarta, Indonesia.

Design/methodology/approach – The article applied structural equation modeling to inspect the influence of OC, TFL, and TI on IB and OP through KS, based on the data collected from 315 company representatives from construction companies in Jakarta.

Findings – The findings show that OC, TI, and KS have a significant effect on OP. TL not influence OP. OC and KS have a significant impact on IB, while the TFL and TI have an insignificant aspect of IB. KS has a significant impact on OP and IB. KS mediates the nexus between OC, TFL, and TI on OP. KS mediates the nexus between TFL on IB. KS does not mediate the nexus between OC and TI on IB.

Originality/value – The article provides a more precise understanding for scholars and practitioners about the new and effective pathway to promote IB and OP.