Leveraging Knowledge Through Leadership of Organizational Learning

Mary Crossan
John Hulland

Ivey Business School
University of Western Ontario


Knowledge management, organizational learning, strategy and leadership have remained disconnected fields of inquiry. However, there are critical theoretical links between them that need to be established and empirically tested. This paper builds on a framework of organizational learning to demonstrate how knowledge management, organizational learning, strategy and leadership inter-relate and how they affect performance. The model is tested in one large organization with a random sample of 336 employees. The findings suggest that leadership is highly correlated with the knowledge management and organizational learning infrastructure. The organizational learning infrastructure incorporates a strategic component and it shows a strong positive correlation with performance.

To appear in "Strategic Management of Intellectual Capital and Organizational Knowledge" edited by Nick Bontis & Chun Wei Choo (Oxford University Press).