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Impact of visionary leadership, partner alignment, and knowledge sharing on partner performance
Dissertation   Open access

Impact of visionary leadership, partner alignment, and knowledge sharing on partner performance

Srirangan Rajagopal
Doctor of Business Administration (D.B.A.), Drexel University
26 Feb 2021
DOI:
https://doi.org/10.17918/00000546
pdf
Rajagopal_Srirangan_2021744.61 kBDownloadView

Abstract

Industrial management New business enterprises Entrepreneurship Leadership
The purpose of this study is to investigate the impact of a startup's visionary leadership on partner alignment, knowledge sharing and partner performance in the context of a partner network model. We argue that startups are challenged by a lack of sales in the initial stages and thereby resulting in high rates of mortality. Drawing upon the theory of visionary leadership, we suggest that knowledge sharing between a startup and network partner will have a positive relationship to partner performance. Secondly, we argue that visionary leadership would have a positive impact on partner alignment. Thirdly we posit that partner alignment would moderate the relationship between knowledge sharing and partner performance. Finally, we argue that partner alignment would have a positive relationship with partner performance in such a model. To support our hypotheses, we identified a startup that operates with such a partner model for our study. The startup works with network partners across the globe and the network partners collaborate with the startup to enhance its sales effort. We conducted a field experiment (n=62) to test our hypotheses. The partners were divided into intervention and control groups as part of the experiment. Through logs and self-report surveys, we gathered data on visionary leadership, alignment, knowledge sharing and partner performance. Results, implications and limitations of the study are discussed.

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