The Dynamics of Knowledge-Sharing, Leadership Styles, and Innovation in Chinese High-Tech Enterprises

Abstract

This comprehensive study delves into the intricate interplay of knowledge-sharing behaviors, cultural values, leadership styles, and their collective influence on enterprise innovation within the realm of Chinese high-tech enterprises. Utilizing a robust sample of 460 respondents and leveraging the Structural Equation Modeling (SEM) technique, the research discerned several pivotal relationships. The findings emphasize the paramount role of knowledge-sharing attitudes in both explicit and implicit knowledge-sharing behaviors. Furthermore, the study showcases the differential impact of individualistic and collectivist values on these behaviors, aligning with China's deep-rooted societal ethos. Interestingly, while paternalistic leadership styles are often characteristic of Asian corporate landscapes, they didn't notably influence implicit knowledge sharing. The research also underscores the nuanced role of leadership distance in transforming knowledge-sharing behaviors into actionable enterprise innovation. These insights not only provide a deeper understanding of the internal dynamics of Chinese high-tech enterprises but also present actionable strategies for leaders aiming to foster a culture of innovation through enhanced knowledge-sharing practices.