It Enterprises In Leadership Behavior And Organizational Climate On The Behavior Of Enterprise Knowledge Innovation

Knowledge innovation is the key for successful enterprise to win the competitive advantage. Only sustainable knowledge innovation can help the enterprise to retain their competitive advantage. An empirical research is conducted in the study focusing on knowledge innovation behavior in IT enterprise on the basis of the previous research, considering the context of Chinese culture. The dissertation discussed the impact of leadership and organizational climate on knowledge innovation behavior from the perspective of organizational behavior. Besides, it also discussed the relationship between knowledge innovation behavior and enterprise performance.The whole research process included two stages. The first stage involvedinterview and case study, which mainly aimed at testing the original approach and laying foundation for subsequent study. At the second stage, 209 employees from 35 different IT enterprises were surveyed by questionnaires.The conclusions indicated that: 1) knowledge innovation behavior in IT enterprise can be measured in four dimensions: knowledge socialization, knowledge externalization, knowledge combination and knowledge internalization. And it is found that knowledge innovation behavior has significantly positive effects on enterprise performance. 2) Leadership has positive effect on knowledge innovation behavior, but there is no significant difference between the effect of transformational leadership and that of transactional leadership on knowledge innovation behavior. 3) The organizational atmosphere has positive effects on knowledge innovation behavior, which consists of encouragement of creativity, work group supports, resource, autonomy and challenging work. And encouragement of creativity has the strongest effect while challenging work has the weakest effect on knowledge innovation behavior in these five dimensions. 4) There are significant differences in knowledge externalization between different development stages, and there are also significant differences in knowledge combination across different sized firms. 5) Firm knowledge innovation behavior plays the intermediary role between the antecedents and consequences.