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Purpose Grounded in the Social Exchange theory, this study aims to explore the impact of knowledge-oriented leadership (KOL) and organizational learning (OL) on the innovation performance (IP) of higher education institutions (HEIs). It also examines the mediating role of knowledge management (KM) processes. Design/methodology/approach The study analyzed academic staff from public and private universities in Jordan, using structural equation modeling (SEM) to test hypotheses on a sample of 403 academic and administrative staff. Findings Results revealed that KOL positively affects OL and KM; KM positively impacts IP; OL negatively impacts IP; and both KM and OL mediate the relationships between KOL, IP and KM. Practical implications Organizations aiming to enhance innovation should leverage learning to gain competitive advantage. While surveyed staff promoted KM, knowledge was not effectively adapted. Lecturers must utilize diverse knowledge sources; as correct application can create a superior learning environment. Originality/value This study expands existing research on KOL, KM, OL and IP by examining their relationships in the underexplored context of HEIs in a developing country. It uniquely incorporates KM and OL as mediators to clarify how KOL influences IP and KM. The findings provide actionable insights for academics and practitioners.
Zoubi et al. (Wed,) studied this question.