Submitted To: Dr.

NISBAT ALI
Submitted by: HIRA MALIK
Reg No: NUML-S22-34709
Course: Research Methodology
Assignment No. 02
Department: Management Sciences (MS)
Semester: I (MBA1.5)
 LITERATURE REVIEW
H6: Paradoxical leadership has a positive moderating role on
diversity to increase knowledge sharing and innovation.
Paradoxical leadership refers to leaders' interlinked behavior, so that
they can meet competing workplace demands and over time. There are
many experiments done which shows that 98 total teams have
suggests that teams with more diversity will have better innovation
performance as far as leadership is concerned. It suggests that if
knowledge is being shared effectively among employees with helps in
innovating of the organization and if paradoxical leaders share the
knowledge this will help in sharing of ideas and important information
which helps in innovation. Furthermore, it also tells that the expertise
diversity and paradoxical leadership have positive relationship. It not
only Impacts innovation within the organization but also encourage the
positive knowledge sharing. (li, 2018)
H7: Interpersonal trust is positively impacting knowledge
sharing.
The relationship between interpersonal trust and knowledge sharing
was discovered, along with its impact on individual compassion and a
social interaction in environment. Here is the example to further
explain i.e Participants were employees in Taiwanese high-tech
industries. Employees' consider interpersonal trust, between colleagues
or supervisor, was found to be positively interlinked with their
knowledge-sharing behaviors in the organization. An organizational
social interaction with people increases the positive link between trust
of colleagues and knowledge sharing. (li, 2009)
The practical results from the previous studies reveal that knowledge
hiding or keeping information from employees. Social scientists believe
that trust acts as the pillar for organizational members ‘cooperation. If
knowledge sharing is encouraged in organization it helps in building
trust within employees. Unlike organization, the institutional trust
focuses on the relationship between employees and organizations,
interpersonal trust as from its name implies it is based on the trust
among individuals in the workplace. As knowledge sharing is generally
accepted as a link between the human beings, interpersonal trust plays
an important role for intra-organizational knowledge sharing.
Interpersonal trust is an expectation of peers' performance in the
organization that is based on experience which is accompanied by
observation or interacting process. Organizational member’s
interpersonal trust has positive relations with their desire to share
knowledge in organizations (DingWeixu, 2018)

H8: Interpersonal trust has a significant relationship with

innovation.
Innovation in a team starts with individual member of a team having
new ideas in their minds. It is also possible that such ideas may become
the team’s innovation relatively. Although innovation needs not to be
something really new or effective for the organization, it just need have
an impact on others who are linked to the changes brought upon by the
process called innovation. Innovation is different from creativity as
creativity refers to the coming up of new and useful ideas, innovation
requires those new ideas to have an impact on others for it to be
considered as an innovation. (Ng, 2011)
In a team, interpersonal trust between team members is positively
related with team innovation. Other than affecting team innovation,
the quantity and efficiency of ideas generated in a team is also likely to
have an impact on the interpersonal trust between team members.
Humans like to feel good about themselves. When individuals in their
workplace are able to produce more ideas and contribute more to team
innovation, they will feel more confident with the team as it is more
likely that the achieved contributions that they made will contribute to
their perceived self-efficacies. Perceived self-efficacies is the people’s to
work effectively and efficiently in the organization. As the trust that
members of a team has towards a particular member is positively
related with that member’s recognition with the team, it is very much
possible that the quantity of ideas that a team member generate, and
their acceptance during his period in the team is positively related with
the trust that the other members have towards him. This trust is likely
to cause others in the team to generate more ideas to be recognized by
other members in the team and to cause a stronger trusting
relationship to be highlighted and appreciated within the team
subsequently. As a result, a higher level of team innovation is likely to
be achieved by the team. (Ng, 2011)
H9: Human capital positively related to knowledge sharing.
Human capital is a main characteristic of human resources which are
examined by the knowledge which is used to create value for the
company. Human capital management needs pay attention on
knowledge resources and knowledge flow. The knowledge flow is a
process of skill development and knowledge sharing, especially those
who have some sort of relation with the market. Knowledge sharing is a
process to share knowledge with the other members on a company, by
checking the level of interaction, willingness, ability, and knowledge
quality .Human capital is the characteristic of human resource which is
determined by the knowledge used for creating importance for the
organization, by the measures of skills change, creativity, generating
new idea and knowledge development, and becoming the best .Long
term competitive advantage is encouraged by knowledge sharing and
human capital. The knowledge-based organization starts from
individual, then the company becomes superior for their ability and
capability to encourage the interpersonal knowledge. Human capital is
introduced to support the human resource to share their knowledge for
the advantage of the organization. People can refuse to share their
knowledge as they are afraid of losing their importance, positions or
superiority within the organization as those knowledge may increase
their value in the company. Thus, for the organization’s interest the
managers have to highlight the development of capability and
commitment i.e. their willingness to contribute for the betterment of
the company. Therefore, human capital should involve the capacity of
human resource like skills, knowledge, and capabilities and their
commitment. Commitments include their willingness to contribute
their life and works for the company. Knowledge sharing’s main focus is
on the human behavior to spread the knowledge to others in the
company. (Widodo, 2015)

H10: Human Capital has a positive relation with innovation.

A group of people, who have high inspiration and is knowledgeable, is
competitive useful for a company as compare to others who are not
sincere with work since it shows the specific resource in a company
which is important, valuable and incomparable. A company with
trained human resource and knowledgeable have higher human capital
and is more likely to obtain knowledge, make right decisions, and have
more innovative ideas in technology. Knowledge sharing helps to have
more useful employees within a company with more knowledge and
information, which includes innovation process and decreasing product
costs, increasing productivity of workers and improving the employees’
satisfaction. Knowledge sharing needs a strong relationship among
workers. The more they are linked and interacted, the more informal
they will be and their interest with others increases. As we have seen
that informality in relation creates trusting environment and willingness
to do knowledge sharing. The workers willingness is more important as
knowledge sharing is a process that is not compulsory and we can’t
force or mandated it either and organizational learning has relation
with the development of new knowledge. Innovation ability and
organizational performance is very much important in an organization.
Edvinsson (1996) states that without support from the company
resource, human resource will not be able to realize their ideas. A
company with useful and knowledgeable human resource has higher
human capital and is more possible to create knowledge, make right
decisions, and has better technology innovation. (Widodo, 2015)
References
DingWeixu. (2018). Relationships between Interpersonal Relationships between Interpersonal
Relationships between Interpersonal Relationships between Interpersonal Relationships between
Interpersonal Relationships between Interpersonal Relationships between InterpersonalRela.

li, q. (2018). Promoting Innovative Performance in Multidisciplinary Teams: The Roles of Paradoxical
Leadership and Team Perspective Taking.

li, w. w. (2009). Interpersonal trust and knowledge sharing: Moderating effects of individual altruism and
a social interaction environment.

Ng, J. C. (2011). TRUST AND INNOVATION: THE IMPACT OF INTERPERSONAL-TRUST ON TEAM

INNOVATION.

Widodo. (2015). The model of human capital and knowledge sharing.

zhang, a. y. (2014). Paradoxical Leader Behaviors in People Management: Antecedents and

Consequences.

zhang, a. y., waldman, d., & yulan, h. (2014). Paradoxical Leader Behaviors in People Management:
Antecedents and Consequences.