Direct and configurational paths of knowledge-oriented leadership, entrepreneurial orientation, and knowledge management processes to project success

Abstract

PurposeDrawing on the knowledge-based view, the study aims to investigate the impact of knowledge management enablers (entrepreneurial orientation and knowledge-oriented leadership) on knowledge management processes and project success. The study further ascertains the specific combinations of knowledge management enablers and knowledge management processes that can lead to project success.Design/methodology/approachSurvey data were collected from 222 project workers in information technology projects, and the proposed relationships were assessed through partial least squares structural equation modeling while configuration paths were assessed using fuzzy-set qualitative comparative analysis.FindingsThe study found a significant impact of entrepreneurial orientation and knowledge-oriented leadership on knowledge management processes and project success. The analysis also revealed that knowledge management processes did not significantly impact project success. Moreover, the insights from fuzzy-set qualitative comparative analysis show a clear pattern of equifinality, in that there are multiple combinations of knowledge management enablers and knowledge management processes that can lead to a successful project.Originality/valueThe current study is one of the earlier studies to provide insights to knowledge-based view by demonstrating the inter-relationship of entrepreneurial orientation and knowledge-oriented leadership with knowledge management processes and project success. To the best of authors' knowledge, this is the first study to assess the impact of knowledge-oriented leadership on project success. With limited studies on impact of entrepreneurial orientation and knowledge-oriented leadership on knowledge management processes, the study enriches the literature on linkage of entrepreneurial orientation and knowledge-oriented leadership with knowledge management processes. Methodological contributions include use of fuzzy-set qualitative comparative analysis to reveal multiple pathways to project success.