Fostering organizational learning capability through leadership practices and knowledge sharing: the moderating role of knowledge-centered culture

Purpose The purpose of this paper is to investigate the effect of transformational leadership (TL) on organizational learning capability (OLC) through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the moderating role of knowledge-centered culture (KCC) in the relationship between TL and KS to shed light on the path to two specific dimensions of OLC, namely, absorptive and transformative capability. Design/methodology/approach This paper used a quantitative research method and structural equation modeling (SEM) to test the relationship among the latent factors based on a sample of 323 participants from 129 Vietnamese firms. Findings The findings confirm TL as a key precursor to foster OLC directly or indirectly through tacit and explicit KS behaviors. In addition, the paper highlights the moderating role of KCC in strengthening the impact of TL on KS. Research limitations/implications By highlighting the important role of TL for stimulating OLC via mediating role of KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve organizational learning. The research findings support the idea that KCC is crucial to enhance the effects of TL on KS behaviors to pursue OLC. Originality/value This study contributes to bridging the research gaps in the literature and advances the insights of how TL directly and indirectly stimulates organizational capability for learning via mediating role of KS behaviors and moderating role of KCC.