Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Yanghua Zhou

A chapter in People Management - Highlighting Futures from IntechOpen

Abstract: This chapter explores effective human resource development strategies during and post-crisis. Particularly, during the COVID-19 pandemic crisis, the remote and hybrid measures taken by multinational corporations (MNCs) play a significant role in the development of people. According to previous literature, the internal enterprise social network (ESN) of MNCs, localization of human resources in overseas subsidiaries, and flexibility and resilience of human resource systems have a positive impact on people's development during this crisis. Leadership has a moderating effect on using the internal ESN for remote learning, people development performance, and organizational resilience building via crises. Based on a literature review and theoretical analysis, this chapter puts forward several propositions to clarify the kind of leadership and leadership competencies that positively influence knowledge sharing through ESNs and organizational resilience innovation. Suggestions for leadership development. This chapter serves as a good reference for both business professionals and academic researchers. It provides original suggestions for both MNCs and small and medium-sized enterprises.

Keywords: leadership; enterprise social network; hedonic and utilitarian motivation; learning; pandemic; organizational resilience (search for similar items in EconPapers)
JEL-codes: O15 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ito:pchaps:270249

DOI: 10.5772/intechopen.106934

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