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Knowledge-oriented leadership towards organizational performance:

symmetrical and asymmetrical approach

Article  in  Business Process Management Journal · August 2021

DOI: 10.1108/BPMJ-03-2021-0125

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Knowledge-oriented leadership KOL towards

OP
towards organizational
performance: symmetrical and
asymmetrical approach
Umar Farooq Sahibzada and Yan Xu Received 8 March 2021
Revised 29 June 2021
School of Management, Northwestern Polytechnical University, Xi’an, China Accepted 10 July 2021
Gul Afshan
Department of Management Sciences, Sukkur IBA University, Sukkur, Pakistan, and
Roshi Khalid
Research and Evaluation Department,
Institute of Education, Lahore College for Women University, Lahore, Pakistan

Abstract
Purpose – The purpose of this paper is to investigate the associations among knowledge-oriented leadership
(KOL), knowledge worker satisfaction (KWS), knowledge worker productivity (KWP) and organizational
performance (OP). The study hypothesizes that the explicit mixtures, i.e. KOL, KWS and KWP can improve OP.
Design/methodology/approach – The study sample was composed of 248 academicians and management
staff of higher educational institutes (HEIs). The relations were tested through Smart PLS 3.2.9. The fuzzy-set
qualitative comparative analysis (fsQCA) method was also used for examining configurational paths.
Findings – The study found a substantial direct influence of KOL on OP. The findings revealed that KOL
significantly affects KWS, and KWS enhances KWP, which ultimately improves the OP of HEIs. Grounded on
the fsQCA, the outcomes exposed configurational trails to the enhanced OP.
Originality/value – There is scarce of studies that determine the connection of KOL, KWS, KWP and OP.
This is one of the preliminary studies that examine the association of KOL, KWS, KWP and OP in HEIs. From a
procedural viewpoint, the research subsidizes by merging symmetric and asymmetric tools to further
understand structural issues. The use of fsQCA discloses numerous paths to improve OP and renders
asymmetric relations. fsQCA also aids to comprehend the relations that might not be directly understandable
via symmetric means.
Keywords Knowledge-oriented leadership, Knowledge worker satisfaction, Knowledge worker productivity,
Organizational performance, fsQCA
Paper type Research paper

1. Introduction
In the modern market climate, all forms of companies face various threats, including diverse
consumer expectations, globalization, technical innovations and aggressive competition
(Obeidat et al., 2016). Constructed upon the knowledge-based view of an organization (Grant,
1996), current investigation upholds that corporate achievement, modest benefit and
longstanding survival in such a diverse market setting rely largely on the successful use of
knowledge-based tools (Donate and de Pablo, 2015; Donate and Guadamillas, 2015; Valaei
et al., 2017). Efficient knowledge management is especially important in administrations
involving knowledge-intensive market processes (Aureli et al., 2019), such as higher

This research was supported by the [National Natural Science Foundation of China] under Grant
Business Process Management
[numbers 71601155]; the [Natural Science Basic Research Plan in Shaanxi Province of China] under Journal
Grant [number 2021JM-079]; and the [Fundamental Research Funds for the Central Universities] under © Emerald Publishing Limited
1463-7154
Grant [number 3102020JC07]. DOI 10.1108/BPMJ-03-2021-0125
BPMJ education institutions (HEIs), to accommodate information for employees, stimulate
productivity and adaptability under ever-increasing dynamics of the enlightening climate
(Sahibzada et al., 2019, 2020c), and to contribute to the HEI’s performance.
HEIs are knowledge-intensive organizations (Fullwood and Rowley, 2017; Sahibzada et al.,
2020c). These organizations are chiefly engaged in knowledge-related market processes such
as knowledge creation, acquisition and distribution via investigation, teaching and
knowledge transfer (Mahdi et al., 2019; Paoloni et al., 2019). Constructed upon these
processes, the HEIs subsidize a country’s economic progress and expand our society by
generating new ideas through leadership based on knowledge. HEIs foster knowledge
workers’ satisfaction (KWS) and improve knowledge workers’ efficiency and effectiveness
via successful knowledge-oriented leadership (KOL) policies (Naqshbandi and Jasimuddin,
2018; Sahibzada et al., 2020b). Therefore, based on the earlier focus on KOL in HEIs (Rehman
and Iqbal, 2020; Sahibzada et al., 2020b), the education field has been progressively catching
the attention of practitioners and scholars recently. However, despite significant studies in
this field, there are notable gaps in the academic literature that need to be addressed.
First, HEIs are categorized by the abundance of multifaceted knowledge-based resources
(Yasir et al., 2017). Knowing the datum that these resources are vigorous for organizational
performance (OP) and hence needed to be accomplished effectually, leadership policies
espoused by administrators of HEIs are restricted or insufficient, and investigation is limited
in this context (Rehman and Iqbal, 2020). For example, in emerging economies like Pakistan,
HEIs are mainly categorized by rigid organizational structure grounded on bureaucratic
customs and distinctive culture (Rehman and Iqbal, 2020). There is insufficient motivation
from leadership and top management nourishment for knowledge workers (Rehman and
Iqbal, 2020). Therefore, recent studies in the educational arena have underlined the necessity
for identification and investigation of factors that can assist as implementers of KWS which
will increase knowledge worker productivity (KWP) in HEIs and improve universities’
performance (Rehman and Iqbal, 2020; Sahibzada et al., 2020a, b, d, e). Preceding investigation
directed in the framework of HEIs proposes that leadership or top management sustenance is
one of the most significant stakes that expedite effective management of knowledge
resources in an organization (Uhl-Bien et al., 2007; Iqbal et al., 2019; Lonati, 2020; Rehman and
Iqbal, 2020; Sahibzada et al., 2020b). Moreover, these researches do not highlight the
leadership or management behavior needed to ascertain the satisfaction of knowledge
workers (Raelin, 2020; Sahibzada et al., 2020d, e). This research highlighted that HEIs need
precise leadership behaviors for knowledge-intensive organisations to increase KWS and
KWP which results in the increased OP (Tomkins et al., 2020; Sahibzada et al., 2020b). KOL is
a form of leadership that has been extracted from transformational and transactional
leadership behaviors (Donate and de Pablo, 2015). As recently documented by Rehman and
Iqbal (2020), this kind of leadership behavior can assist as a catalytic agent to higher OP.
Second, irrespective of improved investigations concerning the KOL, its role in enhancing
OP is hardly discussed in education (Rehman and Iqbal, 2020). Predominantly, how KOL
influences KWS in research universities is almost unheeded in the existing study (Sahibzada
et al., 2020b). Under the HEIs’ context, this research proposes that the experience of KOL
might significantly improve their overall satisfaction of knowledge workers, thus resulting in
knowledge worker efficiency and increased OP (Naqshbandi and Jasimuddin, 2018;
Sahibzada et al., 2020b). KOL is aligned with knowledge-intensive organizations which
assures the right type of leadership is utilized by the right organization (Rehman and Iqbal,
2020). Moreover, knowledge is the prime contribution of knowledge workforces; hence,
optimal knowledge endowment to the knowledge workforce through leadership confidently,
expands their gratification (Uhl-Bien et al., 2007; Sahibzada et al., 2020b). In this sense, KOL
improves the KWS and the satisfied knowledge workers can result in higher KWP, which
leads to increased OP (Sahibzada et al., 2020a, d, e).
 Since HEIs consist of frequently incorporated components, an investigation that is KOL towards
considerate to the potentially complicated nature of factors affecting KWS and KWP is OP
especially appealing in an HEI’s setting. To this aim, this study intends to apply an asymmetric
method (i.e. fsQCA technique) to reveal diverse combinations of KOL, KWS, and KWP to achieve
higher OP. Cabrilo and Dahms (2018) examined the symmetric and asymmetric methods to
improve innovation and market performance. Sahibzada et al. (2020e) examined the symmetric
and asymmetric methods to improve knowledge management processes via internal marketing,
ultimately enhancing KWS. This study aims to improve OP via KOL, KWS and KWP, keeping in
light of the previous studies to improve the fsQCA understandings further.
By addressing the explained literature inadequacies, this study makes theoretical and
methodological contributions to leadership studies in HEIs. Theoretically, this study (1)
provides a universal framework to evaluate the role of KOL in a knowledge-based
organization, (2) extends the literary and contributes to the seminal work of Donate and de
Pablo (2015) on KOL, Herzberg two factor theory (1966, 1974) and the productivity theory by
Drucker (1998, 1999) in HEIs through a practical demonstration, (3) benefits Pakistan HEIs by
highlighting the value of KOL in fostering KWS, KWP and OP, especially when the study on
knowledge management in Pakistan HEIs is fundamentally restricted and lack clarity (Shah
and Mahmood, 2013; Sahibzada et al., 2020b).
Methodologically, the study combines symmetric and asymmetric tools to upsurge the
understanding of KOL (Glasø et al., 2018) in the context of HEIs (Sahibzada et al., 2020b). The
use of fsQCA will identify how the combinations of KOL and the dimensions of KWS and
KWP yield equifinal ways to increment OP. By exploring those combinations, managerial
implications and insights can be provided to the HEI administrators and educators.

2. Hypotheses development and conceptual framework

2.1 Theoretical underpinning
With the integration of (1) Donate and de Pablo (2015) seminal work on KOL, (2) the two-factor
theory of Herzberg (1966, 1974), and (3) Drucker’s productivity theory (1998, 1999), this
research elaborates their associations and impact on OP.
The term KOL is derivative from transformational and transactional leadership and was
explained by Donate and de Pablo (2015). This leadership model suggests leadership based
on knowledge is critical for effectively managing knowledge workers so that they may feel
satisfied and productive, which would ultimately lead to enhanced OP (Naqshbandi and
Jasimuddin, 2018; Rehman and Iqbal, 2020; Sahibzada et al., 2020b).
Herzberg (1966, 1974) identified two key factors (1) hygiene and (2) motivating to motivate
employees. According to Herzberg, the hygiene factors create dissatisfaction and are beyond
the control of employees. The motivating factors create satisfaction and are under the control
of employees. KOL focuses on withdrawing the hygiene factors to decrease dissatisfaction
and endorsing the motivating factors to increase satisfaction (Shujahat et al., 2018, 2019;
Sahibzada et al., 2020e).
Drucker (1998, 1999) emphasized implementing certain factors in an organization to
progress KWP, including promoting job autonomy through teaching and learning,
enhancing quantitative and qualitative dimensions of performance, ensuring fair
treatment, and giving assignments to enhance workers’ knowledge. Research has shown
correlations of these factors with KOL and KWS (Sahibzada et al., 2020b, e). Therefore, if these
factors are taken into account, employees’ productivity of knowledge will increase, and OP
will be positively influenced (Kianto et al., 2019; Shujahat et al., 2019).

2.2 Knowledge oriented leadership and organizational performance

Research indicates that leadership remains the most important factor which could influence
OP directly or indirectly (Rehman and Iqbal, 2020). The theory about the impact of
BPMJ transformational and transactional leadership on OP is well established. For instance, the
characteristics embedded in transformational leadership, such as intellectual stimulation,
flawless influence, stimulating inspiration, and personalized contemplation, serve the
organizational objectives and help with the creation of vision and development of employees
(Uhl-Bien et al., 2007; Erkutlu, 2008; Bi et al., 2012; Bacha, 2014).
Transactional leadership is defined by behaviors that are positive and counteractive
(Obiwuru et al., 2011). Counteractive behaviors are performed through employee recognition
and rewards for accomplishing certain goals (Limsila and Ogunlana, 2008). Corrective
behaviors monitor actions based on management by an exception while following certain
standards to rectify the problems as and when they occur (Erkutlu, 2008). Together
transformational and transactional physiognomies of both leadership styles have positively
affected employee’s job performance (Chu and Lai, 2011) and organizational learning, which
eventually improves OP (Masa’deh et al., 2017). In this regard, the role of knowledge
management implementation has been emphasized in the literature to earn organizational
performance (Koohang et al., 2017; Sahibzada et al., 2020b).
KOL is characterized by combining transformational and transactional leadership
(Donate and de Pablo, 2015). Particularly, KOL is composed of behaviors designed to build
and promote knowledge, such as enhancing learning experiences, facilitating external
knowledge, rewarding morale and creating a cohesive and conducive environment for
teamwork (Naqshbandi and Jasimuddin, 2018). However, very limited investigation has been
steered on the correlation between KOL and OP (Rehman and Iqbal, 2020). Based on available
research on the role of transformational and transactional leadership on OP, this study argues
that the KOL carries significant importance for HEIs’ performance. First, KOL creates a
conducive teamwork environment, which can build trust among the university faculty. The
heightened trust may then encourage positive behaviors such as knowledge sharing and
research productivity (Fullwood and Rowley, 2017; Yasir et al., 2017). Second, KOL endorses
external knowledge achievement, thus rewarding knowledge sharing and application,
resulting in academic quality, valued research collaborations, timely responsiveness and
development of curriculum (Tan and Noor, 2013; Tan, 2016). Moreover, KOL facilitates
creating a learning culture that helps organisations succeed (Choudhary et al., 2013).
Grounded on the above arguments, we suggest the following hypothesis:
H1. KOL has a significant positive impact on OP.

2.3 Knowledge-oriented leadership, knowledge worker satisfaction, knowledge worker

productivity and organizational performance
KOL refers to “an attitude or action, observed or imputed, that prompts the creation, sharing,
and utilization of new knowledge in a way that seems to bring a shift in thinking and
collective outcomes” (Naqshbandi and Jasimuddin, 2018). Previous studies have described
and confirmed the effect of leadership on workers’ satisfaction (Neubert et al., 2009; Guchait
et al., 2016).
Leaders are idealized as role models. Employees seek and perceive justice, job autonomy,
task significance and commitment from leaders and feel satisfied while working under their
supervision (Piccolo et al., 2010; Eva et al., 2019). Research suggests that employees who
perceive that their leaders treat them with respect and support are found to reciprocate
through positive attitudes, which makes them highly productive (Dirks and Ferrin, 2002;
Kacmar et al., 2011). When leadership is established based on knowledge, it ensures fairness
while making important decisions such as job design, performance evaluation and
promotions (Brown and Trevi~ no, 2006; Heimann et al., 2020; Vogel et al., 2020). Such
behaviors develop trust and enthusiasm and contribute to the KWS and thus resulted in
KWP (Engelbrecht et al., 2017; Ko et al., 2018).
 Herzberg’s two-factor theory and some other research support the optimistic correlation KOL towards
between leadership and satisfaction amongst knowledge workers (Herzberg, 1966, 1974). In OP
Herzberg’s theory, hygiene and motivators are two important inferences (Herzberg, 1966,
1974). Shujahat et al. (2018) confirm that leadership mechanisms boost the motivations of
knowledge workers and take care of hygiene factors to alleviate dissatisfaction. Previous
research also suggests the positive role of leadership on fairness results in alleviation of
worker’s dissatisfaction and confirmation of skepticism factors (Drucker, 1998, 1999;
Kulkarni et al., 2006; Yang et al., 2014; Donate and de Pablo, 2015). Furthermore, leadership
positively influences instigators (Drucker, 1999; Turriago-Hoyos et al., 2016; Liu et al., 2017;
Palvalin, 2017; Palvalin et al., 2017; Shujahat et al., 2018) through knowledge delivery by
utilizing the following efforts:
(1) Granting workers the full independence to complete their job.
(2) Generating knowledge and learning culture of knowledge workers with an influence
of knowledge management processes.
(3) Permitting the workers to indulge in different activities, hence, enabling them to
ablaze intrinsic motivation to create and sustain knowledge (Nonaka and Takeuchi,
1995).
(4) Assigning jobs to workers to create, share, and utilize the knowledge.
(5) Finally, making sure the provision of supporting work facilities.
In this study, we argue that the KOL can increase the knowledge worker satisfaction ((1)
Nature of Work, (2) Satisfaction with Supervisor, (3) Justice, (4) Organizational Commitment)
and output of knowledge worker ((1) Task Efficiency, (2) Job Autonomy, (3) Timeliness)
(Sahibzada et al., 2020b). This rationale and hypothesized relationship theoretically
contribute to Drucker’s productivity theory (Drucker, 1998, 1999) and Herzberg two factor
theory (Herzberg, 1966, 1974). In a similar vein, knowledge-oriented leaders ensure the
fulfilment of worker’s needs and satisfaction (Sahibzada et al., 2020a, e). Finally, knowledge-
oriented leaders help employees to simplify their tasks to perform effectively. In conclusion,
the KOL increase the dimensions of KWS (Sahibzada et al., 2020a). Moreover, dimensions of
KWS contributes towards dimensions of KWP (Sahibzada et al., 2020d, e) and dimensions of
KWP leads to higher OP and justifiable reasonable benefit (Westover et al., 2010; Sahibzada
et al., 2020b). Recent research has called for studying KOL, KWS, and KWP in knowledge-
intensive organizations to determine their impact on the OP (Rehman and Iqbal, 2020;
Sahibzada et al., 2020b, d) (See Table 1).
H2a–d. KOL has a substantial and constructive effect on KWS ((a) Nature of Work, (b)
Satisfaction with Supervisor, (c) Justice, (d) Organizational Commitment).
H3a–c. NOW has a substantial and constructive effect on KWP ((a) Task Efficiency, (b)
Job Autonomy, (c) Timeliness).
H4a–c. Satisfaction with supervisor has a substantial and constructive effect on KWP
((a) Task Efficiency, (b) Job Autonomy, (c) Timeliness).
H5a–c. Justice has a substantial and constructive effect on KWP ((a) Task Efficiency, (b)
Job Autonomy, (c) Timeliness).
H6a–c. Organizational commitment has a substantial and constructive effect on KWP
((a) Task Efficiency, (b) Job Autonomy, (c) Timeliness).
H7a. Task (work) efficiency has a substantial and constructive effect on OP.
 BPMJ

Table 1.

performance
productivity,
organizational
Comparison of

knowledge worker
previous studies on
knowledge-oriented

worker satisfaction,
leadership, knowledge
Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Quba et al. 2021 Abusive Knowledge NIL Knowledge Empirical Banking Pakistan The results showed that the
supervision management worker sector relationship between abusive
processes productivity supervision and KM process
(creation, application and
sharing of knowledge) is
negative and highly
significant, i.e. greater the
abusive supervision in the
banking sector, the lower is
the engagement in KM
processes. Furthermore, there
is a positive and highly
significant relationship
between the KM process and
knowledge worker
productivity. Finally, the
study indicates the negative
impact of abusive
supervision on the
knowledge worker
productivity through the
mediating mechanism of
knowledge management
processes
Sahibzada 2021 Trust, knowledge NIL NIL Knowledge Symmetric Higher Pakistan The results show that there
et al. oriented worker and education are significant impacts of the
leadership, productivity asymmetric trust, knowledge-oriented
environmental leadership, environmental
uncertainty, KM uncertainty on KM processes
processes and KWP

(continued )
 Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Sahibzada 2020 Internal Knowledge NIL Organizational Empirical Higher China The outcome reveals that
et al. marketing, KM worker performance education internal marketing has a
processes satisfaction significant impact on
knowledge management
processes. The results
revealed a direct insignificant
impact of knowledge
management processes on
organizational performance;
the study found full
mediation of knowledge
worker satisfaction on the
linkage between knowledge
management processes and
organizational performance
Sahibzada 2020 Internal NIL NIL Knowledge Symmetric Higher Pakistan The results of the study show
et al. marketing, KM worker and education that in HEI’s, internal
processes satisfaction asymmetric marketing has a substantial
influence on knowledge
management processes, and
knowledge management
processes strongly enhance
knowledge worker
satisfaction
Sahibzada 2020 KM processes, NIL NIL Organizational Symmetric Higher Pakistan The results of the study
et al. knowledge performance and education revealed that KM processes
worker asymmetric significantly affect KWS and
satisfaction KWS enhances
OP in HEIs

(continued )
KOL towards
OP

Table 1.
 BPMJ

Table 1.
Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Sahibzada 2020 Knowledge- Knowledge NIL Organizational Empirical Higher China KOL have positive significant
et al. oriented worker performance education effect on KM processes and
leadership, KM productivity institutes KM processes have a positive
processes significant effect on
knowledge worker
productivity which
ultimately enhance
organizational performance
Shujahat 2020 Job design Personal NIL Knowledge Empirical Knowledge Pakistan Outcomes of the study
et al. practices knowledge worker intensive indicate a positive impact of
management productivity industry personal knowledge
management on knowledge
worker productivity
Khaksar 2020 Knowledge based NIL Organizational Perceived Empirical R&D centres Australia The results suggest that all
et al. dynamic culture knowledge three knowledge-based
capabilities worker dynamic capabilities can
productivity enhance perceived
knowledge worker
productivity, but knowledge
acquisition capability has a
stronger correlation with
knowledge worker
productivity. We also found
significant moderating
impacts of traits of
organizational culture on
several relationships

(continued )
 Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Rehman 2020 Knowledge Knowledge NIL Organizational Empirical Higher Pakistan The results indicate that
et al. oriented management performance education knowledge-oriented
leadership processes, institute leadership has direct and
innovation positive effect on
organizational performance.
Moreover, the findings reveal
that KM processes and
innovation partially mediate
the effect of knowledge-
oriented leadership on
organizational performance
Shujahat 2019 Knowledge Knowledge NIL Innovation Empirical IT industry Pakistan The results indicate that two
et al. management worker performance knowledge management
processes productivity processes (knowledge
(creation, sharing, creation and knowledge
utilization) utilization) have a significant
effect on knowledge worker
productivity. However,
knowledge sharing has
insignificant effect on
knowledge worker
productivity

(continued )
KOL towards
OP

Table 1.
 BPMJ

Table 1.
Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Shujahat 2018 Knowledge Knowledge NIL Innovation Empirical IT industry Pakistan The results indicate that
et al. management worker performance satisfaction of knowledge
processes satisfaction worker mediates between
(creation, sharing, two knowledge management
utilization) processes (knowledge
creation and knowledge
sharing) and innovation
significantly. However, it
does not mediate between
knowledge utilization and
innovation significantly
Kianto et al. 2019 Knowledge NIL Demographic Knowledge Empirical IT industry Pakistan The results indicate that
management factors (gender, worker knowledge creation and
processes managerial productivity knowledge utilization impact
position and knowledge worker
formal education productivity positively and
level) statistically significantly.
However, knowledge sharing
does not have statistically
significant impact on
knowledge worker
productivity. Demographic
factors (gender, managerial
position and formal education
level) do not moderate the
relationship between
knowledge management and
knowledge worker
productivity statistically
significantly

(continued )
 Independent Dependent
Study Year variable Mediator Moderator variable Methodology Industry Country Findings

Butt et al. 2018 Individual Knowledge NIL Innovation Empirical IT industry Pakistan The results indicate the
knowledge worker partial mediation of
management productivity knowledge-worker
engagement productivity between the
individual knowledge
management engagement
and innovation
Donate et al. 2015 Knowledge Knowledge NIL Innovation Empirical Technology Spain Results show that, although
oriented management performance companies KM practices themselves are
leadership practices important for innovation
purposes, the existence of this
kind of leadership
encourages the development
and use of KM exploration
(i.e. creation) and exploitation
(i.e. storage, transfer, and
application) practices
Naqshbandi 2018 Knowledge Knowledge NIL Inbound open Empirical Multi- France The results indicate that
et al. oriented management innovation, national higher levels of knowledge-
leadership capability outbound open companies oriented leadership can lead
innovation to enhanced KM capability
and improved open
innovation outcomes. That is,
knowledge-oriented
leadership has a direct,
positive impact on KM
capability and open
innovation. Also, KM
capability is found to mediate
the linkage between
knowledge-oriented
leadership and open
innovation
KOL towards
OP

Table 1.
BPMJ H7b. Job Autonomy has a substantial and constructive effect on OP.
H7c. Timeliness has a substantial and constructive effect on OP.

2.4 Configural modelling

In this study, the direct relationships between (1) KOL on OP, (2) KOL on dimensions of KWS,
(3) dimensions of KWS on dimensions of KWP, and (4) dimensions of KWP on OP were
examined through the symmetric technique. To examine the differences that may happen as
a combination of KOL effect on the dimensions of KWS and KWP that could lead to the
improved OP, the asymmetric method (fsQCA) is then applied. Considering the important role
of KOL and the dimensions of KWS and KWP on an organization, the combination of such
constructs may facilitate the organization to achieve its desired output. The outcomes
obtained by fsQCA would assist in evaluating equifinality patterns (i.e. when the same
outcome is derived from multiple pathways and solutions) (Cabrilo and Dahms, 2018;
Sahibzada et al., 2020a, e); as such, the combinations of KOL and KWS and KWP dimensions
could lead to higher OP. The fsQCA, instead of assessing biased interchange (two to three-
way), evaluates each predecessor’s possible dependency. This method is relevant in
identifying the concurrent conditions of KOL, KWS, KWP and OP.
The speculation of the association in the dimensions of each construct suggests a causal
chain to OP. Recent studies have shown the positive relationship of KOL and OP in HEIs
(Rehman and Iqbal, 2020) and the contributions of dimensions of KWS and KWP in
enhancing OP (Sahibzada et al., 2020b, d). Therefore, there can be multiple ways to achieve
high OP through the dimensions of KOL, KWS and KWP altogether. In this study, the fsQCA
is utilized to examine precursor conditions (KOL, dimensions of KWS and dimensions of
KWP) to understand OP (See Figure 1).

Knowledge Worker Knowledge Worker

Satisfaction Productivity

Task (Work)
Nature of Work
Effciency
H3 a,b,c
H7a

Satisfaction
with
Supervisor Job Autonomy

H4 a,b,c H7b

Knowledge- Organizational
Oriented Performance
Leadership
H1
H2 a,b,c,d
Justice
H5 a,b,c
Timeliness

H7c

Organizational
Figure 1. Commitment
Conceptual framework H6 a,b,c
 H8. Varied combinations of KOL, KWS (nature of work, satisfaction with supervisor, KOL towards
justice, organizational commitment) and KWP (task efficiency, job autonomy, OP
timeliness) are associated with OP.

3. Research methodology
3.1 Population sample and data collection
A survey questionnaire with established scales was designed to collect data from public and
private universities’ academic and administrative staff in three major cities (i.e. Islamabad,
Lahore and Peshawar) of Pakistan. Heads of Department, Deans, and Coordinators are
categorized as administrative staff and such roles are the main sources of knowledge in HEIs
as they are involved in educational and research progress and promotions in different
domains (Sahibzada et al., 2020e, 2021). It is also pertinent to study administration within
HEIs to receive critical insight into the relationships. Initially, 800 questionnaires were
circulated through personal visits in two important cities of Pakistan among the academic
and administrative staff of nine public and seven private universities. Using the accessibility
sampling technique (Iqbal et al., 2019; Shujahat et al., 2019), the survey was started from
March 2019 to July 2019. In all, 291 staff returned the questionnaire, which made a response
rate of 36.37%. Out of which, 43 questionnaires were incompletely filled and discarded. The
final questionnaire of 248 responses with a 31% response rate was retained for further data
analysis (see Table 2).

3.2 Symmetric and asymmetric modelling

The hypothesized relationships were examined by using both symmetric and asymmetric
investigations. Asymmetric relationship assumes the interaction between high/low values of
independent and dependent variables. Such values are necessary for the adequacy of
criterion variable’s high/low values (Skarmeas et al., 2014). The asymmetric relationship
assumes that the predictor’s high value is adequate for model specification, but it does not
justify the criterion variable’s high-value settings. This is because the criterion variable can
only be high when the predictor variable is low (Ragin, 2008; Woodside, 2013). Particularly,
the presence of multiple grouping may give similar results in causal settings.
In asymmetric analysis, the study uses partial least square-structural equation modelling
(PLS-SEM). When it comes to investigating multi-layered path models, covariance
established SEM fails to accomplish that (Ringle et al., 2012) and therefore, PLS-SEM is
suitable in such kind of analysis. For analyzing PLS-SEM, the scale’s reliability and validity
should be verified first and the suggested relationships should be examined through SEM.
The asymmetric method has been useful in management literature as it investigates
correlations of different factors with underlying phenomenon to satisfy configurations of
obligatory and passable conditions (Rihoux and Ragin, 2008). For symmetrical analysis, PLS-
SEM is used to examine the independent variable and its adequate net effects on the model
results. To calculate fundamental configurations under multi-layered conditions (i.e.
combined effects of independent variables on the specific outcome) (Olya et al., 2018) to
interpret H8, fsQCA is used. The fsQCA is a state-of-the-art procedure to recognize different
relations for management situations and difficulties (Kan et al., 2016). The fsQCA helps in
evaluating combined causal conditions to determine specific outcomes.
This study uses the PLS-SEM and fsQCA to specify insights into the associated structures
of the scales. In particular, the fsQCA enriches the results from PLS-SEM by classifying the
alignment of KOL for increasing KWS and KWP, which results in the enhanced OP
(Schlittgen et al., 2016).
BPMJ Demographics variables Frequency Percentage

City
Islamabad 111 44.8
Peshawar 137 55.2
Age
20–29 85 34.3
30–39 70 28.2
40–49 57 23.0
50–59 36 14.5
Gender
Male 139 56.0
Female 109 44.0
Education
PhD 164 66.1
Masters 84 33.9
Job tenure
0–5 84 33.9
6–10 70 28.2
10–15 36 14.5
16–20 24 9.7
20–25 24 9.7
26–30 10 4.0
Area
Administration 74 29.8
Academics 174 70.2
Designation
Professor 35 14.1
Associate Professor 59 23.8
Assistant Professor 73 29.4
Lecturer 7 2.8
Administrators 74 29.8
Institutions
Abasyn University 19 7.7
City University 12 4.8
Institute of Management Sciences 14 5.6
Islamia College University 20 8.1
University of Engineering and Technology 14 5.6
Shaheed Benazir Bhutto Women University 15 6.0
CECOS University 14 5.6
Qurtaba University 17 6.9
Sarhad University 12 4.8
Bahria University 15 6.0
Comsats University 18 7.3
Institute of Space Technology 13 5.2
Riphah University 20 8.1
Air University 15 6.0
Table 2. International Islamic University 18 7.3
Demographics Shaheed Zulfikar Ali Bhutto Institute of Science and Technology 12 4.8
3.3 Measurement scales KOL towards
This study adopts 32 well-established items of four constructs. The wording of some items OP
has been changed under this research context. All the scales are measured on a 1–5 point (“1 –
strongly disagree” to “5 – strongly agree”) Likert scale (See Table 3).

4. Data analysis and results

4.1 Measurement model
For checking the scale’s reliability and validity, the 32-items measurement model (Hair, 2006)
is examined. After the assessment of item loadings (Λ), no items were removed because all the
items were near or above the threshold value of 0.60. Table 4 shows the 32-items
measurement model. The average variance extracted (AVE) determines the validity of the
constructs through variance in indicators (Hair et al., 2016), and when it is greater than 0.5
then it is said to establish convergent validity (Hair et al., 2010). Composite reliability (CR)
measures the internal consistency of scale items and is established when its value is greater
than 0.70. The examined AVE and CR of constructs show the values equal to exceeding the
threshold values of 0.50 and 0.70.
Discriminant validity is the extent to which constructs differ from each other. To assess
discriminant validity, various techniques were used, i.e. cross-loading and Fornell and
Larcker criterion. However, the lack of validity and low sensitivity of these methods
motivated to development of new criteria named as Heterotrait-Monotrait (HTMT) (Henseler
et al., 2015). HTMT confirms discriminant validity when two constructs and having a
correlation of less than 0.90. In this study, researchers assessed discriminant validity through
HTMT and found a correlation less than the standard value of 0.90 among all studied
constructs (Henseler et al., 2015) (See Table 5).
To overcome the problem of self-reporting measures causing common method variance,
Podsakoff et al. (2003) recommended ex ante and ex-post remedies. Considering this, firstly,
researchers collected data from multiple regions in Pakistan by using multiple techniques to
minimize geographical bias. Secondly, the respondents were assured of data confidentiality
so that their honest perceptions on studied constructs can be taken. Finally, analytically,
Harmen’s single factor test was assessed to check common method variance. The tests
resulted in a value less than the 50% estimated value, which shows the non-effect of
common method variance on study results. Moreover, the value of variance inflation factors
(VIFs) less than 5 shows the absence of multicollinearity issues in this study (Hair et al.,
2010, 2014).

Variable Dimension No of items Source

Knowledge oriented leadership 06 Donate and de Pablo (2015)

Knowledge-worker satisfaction Nature of work 03 Weiss et al. (1967)
Satisfaction with 04 Smith (1976)
supervisor
Justice 04 Magner et al. (1994)
Organizational 03 Porter et al. (1974)
commitment
Knowledge worker productivity Job autonomy 02 Morgeson and Humphrey
(2006) Table 3.
Timeliness 02 Lerner et al. (2001) Sources of
Task efficiency 03 Tangen (2005) measurement
Organizational performance 05 Tseng (2010) instruments
BPMJ Construct Λ α CR AVE

Knowledge oriented leadership 0.893 0.918 0.651

KOL1 0.792
KOL2 0.857
KOL3 0.746
KOL4 0.821
KOL5 0.792
KOL6 0.829
Knowledge worker satisfaction
Nature of work 0.732 0.848 0.651
NOW1 0.823
NOW2 0.795
NOW3 0.802
Satisfaction with supervisor 0.816 0.879 0.645
SWS1 0.808
SWS2 0.818
SWS3 0.757
SWS4 0.827
Justice 0.797 0.868 0.622
J1 0.823
J2 0.754
J3 0.788
J4 0.789
Organizational commitment 0.650 0.809 0.587
OC1 0.752
OC2 0.843
OC3 0.696
Knowledge worker productivity
Job autonomy 0.724 0.878 0.782
JA1 0.860
JA2 0.908
Timeliness 0.790 0.905 0.827
TL1 0.908
TL2 0.910
Work (knowledge) efficiency 0.742 0.853 0.659
WE1 0.821
WE2 0.790
WE3 0.824
Organizational performance 0.802 0.863 0.557
OP1 0.727
Table 4. OP2 0.721
Item loadings, OP3 0.739
reliability and OP4 0.756
convergent validity OP5 0.788

4.2 Structural model

The structural model is examined through sequential steps for investigating the relationships
between the four constructs (i.e. KOL and OP, KOL and KWS, KWS and KWP, and KWP and
OP). The bootstrap with 5,000 resampling shows the importance of direct relationships along
with standard errors (Ringle et al., 2005). The results for the direct relationship hypothesis are
shown in Table 6.
As exposed in Table 6, H1; there is a significant influence of KOL on OP (β 5 0.292,
t 5 4.403, p < 0.000), therefore H1 is effusively substantiated.
 JA J KoL NOW OC SWS TE TL
KOL towards
OP
J 0.808
KoL 0.520 0.736
NOW 0.729 0.636 0.866
OC 0.789 0.731 0.837 0.706
SWS 0.700 0.606 0.751 0.631 0.837
TE 0.699 0.702 0.598 0.606 0.758 0.762
TL 0.793 0.590 0.519 0.639 0.776 0.655 0.893
UP 0.733 0.691 0.636 0.562 0.741 0.689 0.782 0.680
Note(s): JA: Job Autonomy, KoL: Knowledge oriented leadership, NOW: Nature of Work, OC: Organizational Table 5.
Commitment, SWS: Satisfaction with Supervisor, TL: Timeliness, TE: Task Efficiency, UP: University Discriminant
Performance validity (HTMT)

Hypotheses Relationship β SD t-value p-value Decision

H1 KOL → UP 0.292 0.070 4.403 0.000 Supported

H2a KOL → NOW 0.691 0.086 8.269 0.000 Supported
H2b KOL → SWS 0.641 0.092 7.140 0.000 Supported
H2c KOL → justice 0.613 0.104 6.067 0.000 Supported
H2d KOL → OC 0.639 0.092 7.136 0.000 Supported
H3a NOW → TE 0.325 0.118 3.053 0.002 Supported
H3b NOW → JA 0.281 0.121 2.591 0.010 Supported
H3c NOW → TL 0.362 0.110 3.587 0.000 Supported
H4a SWS → TE 0.072 0.098 0.858 0.391 Rejected
H4b SWS → JA 0.051 0.094 0.621 0.535 Rejected
H4c SWS → TL 0.036 0.101 0.250 0.802 Rejected
H5a Justice → TE 0.278 0.105 2.806 0.005 Supported
H5b Justice → JA 0.322 0.097 3.487 0.000 Supported
H5c Justice → TL 0.333 0.097 3.570 0.000 Supported
H6a OC → TE 0.065 0.099 0.532 0.595 Rejected
H6b OC → JA 0.028 0.095 0.189 0.850 Rejected
H6c OC → TL 0.030 0.094 0.253 0.800 Rejected
H7a TE → UP 0.271 0.144 2.098 0.036 Supported
H7b JA → UP 0.193 0.127 1.538 0.124 Rejected Table 6.
H7c TL → UP 0.008 0.121 0.175 0.861 Rejected Results of structural
Note(s): KOL; UP, University Performance; NOW, Nature of Work; SWS, Satisfaction with Supervisor; TE, model path coefficient
Task Efficiency; JA, Job Autonomy. TL; Timeliness; OC; Organizational Commitment *p < 0.001 (direct relationships)

H2a–d regarding optimistic influence of KOL on nature of work, satisfaction with supervisor,
justice and OC respectively (β 5 0.691, t 5 8.269, p < 0.000), (β 5 0.641, t 5 7.140, p < 0.000),
(β 5 0.613, t 5 6.067, p < 0.000) and (β 5 0.639, t 5 7.136, p < 0.000). Thus, H2a–d are
confirmed.
H3a–c state the optimistic influence of nature of work on task efficiency, job autonomy
and timeliness respectively (β 5 0.325, t 5 3.053, p 5 0.002), (β 5 0.281, t 5 2.591, p 5 0.010)
and (β 5 0.362, t 5 3.587, p < 0.000). Thus H3a–c, are substantiated.
Moreover, H4a–c show there is no effect of satisfaction with supervisor on task efficiency,
job autonomy, timeliness respectively (β 5 0.072, t 5 0.858, p 5 0.391), (β 5 0.051, t 5 0.621,
p 5 0.535), (β 5 0.036, t 5 0.250, p 5 0.802), Thus, H4a–c are rejected.
H5a–c regarding optimistic influence of justice on task efficiency, job autonomy,
timeliness respectively (β 5 0.278, t 5 2.806, p 5 0.005), (β 5 0.322, t 5 3.487, p < 0.000),
(β 5 0.333, t 5 3.570, p < 0.000). Thus, all three hypotheses are accepted.
BPMJ H6a–c regarding influence of OC on task efficiency, job autonomy, timeliness respectively
(β 5 0.065, t 5 0.532, p 5 0.595), (β 5 0.028, t 5 0.189, p 5 0.850), (β 5 0.030, t 5 0.253,
p 5 0.800). Thus, all three hypotheses are rejected.
Moreover, the study also hypothesizes the optimistic and direct effect of task efficiency,
job autonomy and timeliness on OP in H7a, b, c respectively. (β 5 0.271, t 5 2.098, p 5 0.036),
(β 5 0.193, t 5 1.538, p 5 0.124), (β 5 0.008, t 5 0.175, p 5 0.861), Thus H7a is accepted and
H7b, c are rejected, which confirms partial influence.

4.3 Findings of the configural model

The fsQCA commends SEM as it allows alternate and multidimensional resolutions to
established (Woodside, 2013). Particularly the byproducts of the algorithm are configured
through fsQCA. The resulted configuration emerges as dependent variables similar to the
predictor variables. The fsQCA varies from other symmetric methods when it settles with
circumstances to part with several configurations/consequences eliminating the barriers
from conditions to ally only one-sided effect. For example, SEM in this paper shows there are
direct influences between the four constructs. In contrast, the fsQCA inspects multiple cases
where KOL, KWS and KWP can act as a condition and join as a configurational part, resulting
in higher organizational performance.
The start of fsQCA includes the parameter/standardization of data into fuzzy sets; then
based on if cases are fully in, fully out, or in among specific sets are differentiated. It shows
three qualitative cuts off lines, i.e. 95th percentile for full membership, 5th percentile for full
non-membership, and 50th percentile as cross-over point. The conditions essential for
conducting fsQCA are evaluated after standardization and presented in Table 7. The results
show the unmet conditions of the consistency threshold value of >0.9, which designates that
neither condition is essential (Ragin, 2008). It also explains organizational performance
through any single condition.
To examine the adequate conditions, the fsQCA proposes truth tables conversing to the
causal conditions inspected besides their constancy level. This research inspects the
transitional solutions that transpire from the Boolean algorithm to upsurge the knowledge of
passable conditions that drive anticipated consequences. The outcome of the OP presented as

Consistency Coverage
a
KOLC 0.697496 0.697550
∼KOLC 0.582997 0.627458
NOWC 0.613955 0.744132
∼NOWC 0.710097a 0.643204
SWSC 0.691662a 0.699882
∼SWSC 0.634257 0.674162
JC 0.732810a 0.710536
∼JC 0.614811 0.684862
OCC 0.782047a 0.681580
∼OCC 0.541304 0.692506
JAC 0.539048 0.677750
∼JAC 0.713131a 0.629023
TLC 0.578952 0.623889
∼TLC 0.651681a 0.650972
TEC 0.740278a 0.659711
∼TEC 0.585020 0.724936
Table 7. Note(s): ∼ indicates the absence of a condition
a
Necessity conditions Meets 0.65 consistency benchmark for usually necessary conditions
a transitional solution (Ragin, 2008) in Table 8. Using the patterns presented by (Lowik et al., KOL towards
2016), • displays the condition and blank space designates “do not care”. OP
Table 8 displays the outcome of the configurations that predicts high OP. It is
distinguished that five dissimilar paths can lead to high OP in HEIs. The first path/
configuration includes one dimension from KWS, demonstrating a causal recipe with a
mixture of nature of work could lead to upgraded OP. The second configuration has a mixture
of two KWS dimensions (OC and justice) that could enhance OP. The third configuration has
an amalgamation of two KWS dimensions (satisfaction with supervisor and justice) and one
dimension of KWP (task efficiency) that could lead to better quality OP. The fourth
configuration has KOL and an amalgamation of three KWS dimensions (OC, nature of work
and satisfaction with supervisor) that could improve OP. The fifth configuration has KOL
and a combination of two KWS dimensions (OC and justice) and two KWP dimensions (task
efficiency and job autonomy) that could enhance OP. This is a vibrant insignia of equifinality
(Fiss, 2011).

4.4 Predictive validity

Due to several datasets, the model outcomes are predicted through the test of predictive
validity (Olya and Akhshik, 2019). The data sample is divided into two subsamples. The
fsQCA is used in the subsample 1 model and the outcomes from the model are equated to the
consequences obtained from the complete sample. Both of the consequences show a
constancy of 0.89 in solution. More specifically, the predictive validity for the relationship
of OP with KOL, OC, nature of work (NOW) and justice (J) shows a high score. The outcomes
for subsample 1 (consistency: 0.86 and coverage: 0.69) through an algorithm in combination
(KOL*OC*NOW*J) shows similar results as in of overall sample by using fsQCA (see
Table 7). Further, to test the configural model (KOL*OC*NOW*J) the researchers used the
holdout sample (subsample 2). Subsample 2 (consistency: 0.81 and coverage: 0.75) also
shows similar asymmetric associations. In this way, the results confirm the predictive
validity.

Outcome: Organizational (university) performance

Conditions 1 2 3 4 5

Knowledge oriented leadership • •

Knowledge worker satisfaction
OC • • •
NOW • •
SWS • •
J • • •
Knowledge worker productivity
TE Ø • •
JA •
TL Ø Ø
Raw coverage 0.416382 0.439095 0.331207 0.472309 0.325607
Unique coverage 0.036169 0.039825 0.010189 0.018434 0.034147
Consistency 0.871115 0.83543 0.861769 0.866562 0.874086
Solution coverage 0.670
Solution consistency 0.793 Table 8.
Note(s): • indicates the presence of the condition, Ø indicates the absence of a condition, and blank space Intermediate solution
indicates “do not care” results
BPMJ 5. Discussion, conclusion and implications
5.1 Discussion
The extant research assimilates four theoretical approaches (i.e. the knowledge-based view
theory (Grant, 1996), the model of KM capacity (Gold et al., 2001), and the two-factor theory of
Herzberg (1966, 1974) and the seminal work on KOL Donate and de Pablo (2015). The findings
validate the substantial and positive direct influence of the KOL on the OP. Moreover, the
result finds that the KOL has a substantial optimistic effect on the KWS and KWP, which
resulted in the enhanced OP.
The findings empirically demonstrate that the KOL has a strong direct and significant
effect on the performance of HEIs. This result is constant with the organizational knowledge
management capability theory of Gold et al. (2001), which proposes that the organizational
factors related to knowledge, such as leadership, organizational structure, culture and
technology, can directly improve organizational efficiency and business performance.
Previous findings are also validated by the direct and positive association between KOL and
OP (Ho, 2009; Al-Hakim and Hassan, 2016). The results of this research highlight the perilous
role of leadership in HEIs, a knowledge-intensive work environment. KOL, which consists of
rudiments of transformative and transactional forms of leadership and focuses primarily on
aligning the hopes and organizational goals of employees (Naqshbandi and Jasimuddin, 2018;
Raelin, 2020), can enable a knowledge-oriented organizational structure and culture to
improve organizational competitiveness (Donate and de Pablo, 2015; Schweiger et al., 2020;
Tomkins et al., 2020). Knowledge-oriented leaders encourage candidness, learning, the
acquisition of peripheral knowledge, and accountable employees’ conduct to achieve
organizational goals (Donate and de Pablo, 2015; Shamim et al., 2019; Rehman and Iqbal,
2020). Therefore, in the framework of HEIs, KOL exhibits such behavior that can lead to
greater student satisfaction, academic quality, responsiveness, and increased productivity of
research (Rehman and Iqbal, 2020). These findings also represent the cultural values placed
on the leadership styles. Recent study by Arun and Kahraman Gedik (2020) have found that
Asian values boost information processing and assist in playing an interpersonal leadership
role in making decisions. Asian societies are collective and value cultural norms and group
goals. HEIs academic leadership roles and styles in Asian countries like Pakistan are highly
affected by cultural values that shape the interconnected leader-follower relationship as
interferences that affect knowledge management processes.
Preliminary studies prove the connections between leadership and the satisfaction of
employees (Neubert et al., 2009; Guchait et al., 2016). In organizations, knowledge leaders
provide employees with justice, dedication, satisfaction with their supervisors, improvement
of job autonomy and insights into task significance (Piccolo et al., 2010). Employees who
obtain profound appreciation, assistance and deliberation from their leaders sense more
compelled to take optimistic reactions and end up in worker satisfaction, thus resulting in
increased productivity of workers (Sahibzada et al., 2020b, d, e; Ahmed et al., 2021). This
research maintains that KOL can increase the KWS as state-of-the-art knowledge can
enhance the efficiency of knowledge workers (Sahibzada et al., 2020d), contributing to
Herzberg theory (1966, 1974) and Drucker’s theory of productivity (1998, 1999). Similarly,
leadership ensures the interpersonal needs of the workers are met and makes their job
straightforward. In conclusion, KOL enhances the KWS, thereby improving their
productivity, leading to greater organizational efficiency (Westover et al., 2010; Sahibzada
et al., 2021) and sustainable competitive advantage (Mohamad and Chin, 2018).
By further evaluation, KOL equates to the components of KWS and that integration can
lead to an improvement of KWP and significantly improve OP. The study identifies five
causal recipes (configurations) that could help achieve elevated OP. In addition to solution 1 in
Table 8, where only the combination of the four dimensions of KWS contributes to an
improved OP, several combinations of KOL and the KWS and KWP dimensions can result in
the higher OP. The findings demonstrate that the combinations of KOL and dimensions of KOL towards
KWS and KWP can lead to enhanced OP, presenting a vibrant pattern of equifinality. In OP
particular, Solution 5 in Table 8 displays that a combination of OC, justice, task (work)
efficiency, and timeliness can be sufficient for achieving high OP for 32.5 percent of cases that
include KOL. Therefore, KOL is pursuing high OP but if there is a strong KWS and KWP
base, then OP will ultimately be improved. The outcomes justify the conception that manifold
pathways exist to achieve enhanced OP and highlight the need for further use of the fsQCA
(Cabrilo and Dahms, 2018; Sahibzada et al., 2020e). The findings deliver an endowment for an
all-inclusive management model that would assist in identifying recipes that can efficiently
lead to enhanced results (Olya and Akhshik, 2019).

5.2 Conclusion
In the context of Pakistan HEIs, this study assessed the relationships among KOL, KWS,
KWP and OP by using the symmetric SEM-PLS and asymmetric fsQCA methods. The SEM
results demonstrated the influential relationships among these constructs. Equifinality is
shown through the application of the fsQCA method with a consistent trend. Findings of
fsQCA pertaining to five manifold configurations of path conditions enlighten OP in HEIs
and provided an explanation.
5.2.1 Theoretical contribution. The study empirically examines the relationship that was
missing in the current literature between KOL, KWS, KWP and OP (Rehman and Iqbal, 2020;
Sahibzada et al., 2020b, d). The role of KOL in obtaining necessary organizational outcomes
has been recorded in knowledge-intensive industries (G€ urlek and Çemberci, 2020; Rehman
and Iqbal, 2020; Sahibzada et al., 2020b). For knowledge-based organizations, precisely the
HEIs, these hypotheses consist of additional pertinence.
This study advances and improves the current literature across several ways. First, this
study enhances the description of KOL in knowledge-intensive industries (Naqshbandi and
Jasimuddin, 2018; G€ urlek and Çemberci, 2020; Rehman and Iqbal, 2020; Sahibzada et al.,
2020b). Second, the results of the study prompt empirical reasons for the mixture of the theory
of organizational knowledge management capability (Gold et al., 2001) and knowledge-based
view (Grant, 1996). Third, this research contributes to Donate and de Pablo (2015) seminal
work on KOL, Herzberg’s two-factor theory (Herzberg, 1966, 1974) and Drucker’s
productivity theory (Drucker, 1998, 1999) by highlighting the KOL’s effect on the KWS,
productivity, and OP.
The research findings recommend that enhanced KOL, KWS and KWP lead to the
increased OP of HEIs. The accumulation of KOL and OP is an essential in-service subdivision.
It is looming from the outcomes that apiece examined variable authenticates a certain
quantity of contribution for HEI’s performance. The concurrent study of both standpoints is
obligatory to conclude the flawless certainties in the conceptual framework.
5.2.2 Methodological contributions. From a multidisciplinary perspective, this study
illustrates a contemporary tendency, i.e. merging symmetric and asymmetric statistical tools
in knowledge management, to clutch a sophisticated viewpoint of organizational problems
(Woodside, 2013). By contributing to the prevailing study on KOL that is yet destitute of the
usage of fsQCA to determine the fundamental contribution of dissimilar configurations of
conditions to a consequence of interest, the current research adds a procedural viewpoint
(Cabrilo and Dahms, 2018; Sahibzada et al., 2020e). Therefore, elevating the knowledge
management literature by defining various paths/configurational circumstances enhanced OP.
5.2.3 Managerial and policy implications. KOL has been recognized to play a role in
knowledge-intensive organizations, although limited, and has achieved acknowledgement in
recent years via study (G€ urlek and Çemberci, 2020; Rehman and Iqbal, 2020; Sahibzada et al.,
2020b). Previous studies, however, have not highlighted the role of KOL, which can specifically
BPMJ lead to improved KWS and KWP in HEIs. The empirical results of this research have created
some repercussions for HEI administrators by linking the vivacious knowledge gap. The
empirical results, for example, highlight the significance of KOL as a vital factor that increases
KWS in HEIs, thereby increasing KWP and resulting in the higher OP. In addition, the results
suggest that the facilitation of KOL in HEIs can lead to the promotion of learning and rewarding
activities of knowledge that shape organizational culture and structure to support active
knowledge resource management. This increases the performance of organizations. To achieve
high performance and sustained competitive benefit, it is suggested that the KOL, KWS and KWP
are compulsory; HEI managers should concentrate on HEI staff (academics and administration).
5.2.4 Limitation and future research directions. This research only checked the
interrelationship between KOL, KWS, KWP and OP validated in the context of Pakistan
HEI’s, imminent researches can concentrate on other variables or cross-cultural examination
for upgrading of results via symmetric and asymmetric methods. Although this research
emphasizes examining the organizational performance, other knowledge-based perspectives
such as (knowledge) worker engagement and knowledge worker responsibility, knowledge
worker performance, can also be examined with the proposed framework in future studies.

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Corresponding author
Umar Farooq Sahibzada can be contacted at: umar_sahibzada@hotmail.com

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