Knowledge Management and Organizational Performance: A Mediating Role of Entrepreneurial Leadership

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ABSTRACT This study examines the impact of Knowledge Management (KM) practices on Organizational Performance (OP), with particular attention to the mediating role of Entrepreneurial Leadership (EL). The Knowledge‐Based View and Karl Wiig theories serve as the foundation for the current study. Data were collected from 368 participants through online and offline surveys, and hypotheses were tested using structural equation modeling. The findings indicate that effective KM may independently drive organizational success even in the absence of strong EL. The study confirms that KM significantly enhances OP and EL also exerts a positive influence on OP. However, the mediation analysis reveals that EL plays a partial and statistically weak mediating role. This study also proves the positive impact of knowledge attaining, capturing, sharing, recording, and preserving on overall KM. Companies using KM systems to maximize performance must consider the practical consequences of changing leadership styles. The study offers theoretical and practical implications in emerging economies navigating the challenges of the Fourth Industrial Revolution.

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