Ensuring innovative growth and maintaining a competitive advantage is essential across industries, particularly in the fast-evolving automotive sector. As innovation drives development, the automotive industry must prioritize adopting advanced technologies and fostering continuous learning to remain highly competitive. Knowledge management (KM) is crucial in this process, significantly shaping strategic leadership actions within automotive companies.
The global automotive industry has achieved notable success
through accelerated KM practices and technology transfer initiatives. However,
the growth of the Asian automotive sector remains closely tied to the
performance of major international corporations, raising questions about its
ability to sustain a competitive position independently through its own
technological and knowledge capabilities.
This study examines the role of KM-enhanced organizational
leadership in driving competitiveness within the automotive industry. It seeks
to identify key KM-driven factors that impact organizational leadership and
assess their influence on market competitiveness.
Aims: The study aims to investigate the KM elements that influence
organizational leadership development within Asian automotive companies. It
examines the relationship between KM practices and leadership effectiveness,
using Cronbach's alpha test to assess reliability.
Methods: This research employs quantitative data analysis and
considers the automotive industry’s unique characteristics. Using data from
publicly available sources, it applies Cronbach’s alpha to test the reliability
of KM and leadership variables. Limitations include the reliance on open-source
data and a statistical focus on key identified factors.
Results: The analysis of two prominent automotive corporations in
Asia revealed significant insights into how KM-based leadership influences
technology adoption and innovation. The study identified a strong
interdependence between KM practices and leadership strategies, underscoring
their combined impact on competitiveness.
Conclusion: The findings suggest that organizational leadership
when effectively integrated with KM practices, can act as a catalyst for
technological advancement in automotive companies. Managers can use these
insights to develop strategic programs that strengthen KM processes, enhance
leadership capabilities, and improve technology transfer within Asian
automotive firms.
Author
(s) Details
Shvetsova Olga
KOREATECH, Cheonan City, South Korea.
Please see the book here:- https://doi.org/10.9734/bpi/bmerp/v9/3033
No comments:
Post a Comment