Background It is believed that the fourth industrial revolution (4IR) will bring about unprecedented change to the world, ultimately having such a deep impact that some argue it may change human life at its core. It is believed that many organisations will not survive the radical disruption that will ensue. On the contrary, some authors have argued that the 4IR will bring about many benefits and opportunities for organisations, as with previous revolutions, provided it is managed effectively by business leaders. Rationale for the research study There is a growing consensus that existing leadership styles and management practices may not be suitable for organisational performance for the 4IR. It has, therefore, been suggested that different theories, models or approaches to leadership will be required if organisations are to remain competitive and sustainably successful in a business context that will look very different to what leaders have been accustomed to. It is argued here that Leadership 4.0 and innovative management practices, may have merit in this context. Aim of the study This present study was an exploratory attempt to investigate the relationship between Leadership 4.0, innovative management practices and organisational performance capabilities for the 4IR. For the purposes of this study, 1) a range of leadership theories/models/approaches/styles, including Transactional Leadership, Transformational Leadership and Leadership 4.0; 2) innovative management practices, including human resource management, organising and information sharing, risk management and stakeholder management as they compare to the old and new economy; and 3) organisational performance capabilities, including human capital, digital risk management and business model value creation were investigated. Research Design, Sampling and realised sample An exploratory research design was followed, utilising a mixed method approach. A crosssectional approach was taken to data collection, with a composite questionnaire designed for the purpose of this study utilised to collect data. A realised sample of n=61 respondents, mainly 4 from local, privately owned, knowledge-intensive organisations was obtained using a convenience sampling approach. Statistical analyses Pearson correlation and hierarchical multiple regression were utilised to estimate the relationships among the abovementioned constructs. Mediation analyses utilising the PROCESS macro was employed to test whether the relationship between Leadership 4.0 and organisational performance capabilities was mediated through innovative management practices. Results Statistically significant positive relationships were found between Leadership 4.0, Innovative Management Practices and Organisational Performance Capabilities. A regression model indicated that Leadership styles statistically significantly predicted the most variance in Organisational Performance Capabilities. Results further determined that Transactional Leadership explained a unique variance in risk management and digital risk management. Lastly, the test for mediation indicated that innovative management practices partially mediated the relationship between Leadership 4.0 and organisational performance capabilities. Findings: Findings from the results supported various discussions and studies in the literature and in practice that leadership, specifically Leadership 4.0, is an important element to navigating the uncertainties and challenges presented by the 4IR. Further evidence was also found in support of contingent leadership theories. Managerial Implications The findings of the present research study holds a practical implication for organisations in that the findings support the literature suggesting that leadership is a key element in organisational performance capabilities, specifically for survival and sustainability for the 4IR. The findings further contributes to a growing body of knowledge surrounding the 4IR, leadership, innovative management practices and organisational performance fields of research.

Submitted by Silvar Ribeiro (silvarfribeiro@gmail.com) on 2015-07-31T02:49:46Z No. of bitstreams: 1 Tese_Revisão_Final.pdf: 6102234 bytes, checksum: ba33232b55704651aa8b704eb385cf82 (MD5) / Approved for entry into archive by Maria Auxiliadora da Silva Lopes (silopes@ufba.br) on 2015-08-27T17:28:55Z (GMT) No. of bitstreams: 1 Tese_Revisão_Final.pdf: 6102234 bytes, checksum: ba33232b55704651aa8b704eb385cf82 (MD5) / Made available in DSpace on 2015-08-27T17:28:55Z (GMT). No. of bitstreams: 1 Tese_Revisão_Final.pdf: 6102234 bytes, checksum: ba33232b55704651aa8b704eb385cf82 (MD5) / Programa de Doutorado Sanduíche no Exterior - PDSE - CAPES Proc N.º BEX 3517/13-6 / Esta pesquisa trata do mapeamento de Práticas inovadoras de gestão do conhecimento, observadas na Uneb, no âmbito do Sistema Universidade Aberta do Brasil (UAB). Realizou-se um estudo dos processos de gestão do conhecimento, que foram desenvolvidos em rede e praticados de forma colaborativa pelas universidades que fazem parte da UAB. Constatou-se que estes processos foram criados desde a concepção do projeto da UAB e implementados no período de consolidação da modalidade de educação a distância nas universidades públicas brasileiras, que teve início no ano de 2006 com sua a criação. Foram utilizadas técnicas de mapeamento cognitivo para desenvolver as análises, buscando-se a utilização desta experiência e a sua sistematização, para delinear o processo que recebeu o nome de Gestão Colaborativa do Conhecimento em Rede (GCCR), concebido no desenvolvimento desta pesquisa e que utiliza as tecnologias da informação na gestão do conhecimento na universidade. Após o Mapeamento dos processos, realizados a partir da Universidade do Estado da Bahia, considerando a sua participação na UAB e a sua interação com as demais instituições que o integram, foram realizadas reflexões com a utilização de modelos de análises, desenvolvidos para este fim, através das quais foram considerados os aspectos legais e as diretrizes criadas pelo Sistema UAB, desde a sua concepção e que motivaram a sua morfologia de rede colaborativa. Foram analisadas, ainda, as práticas interativas nos processos de gestão do conhecimento, os quais foram desenhados em forma de mapas, a partir dos referenciais teóricos assumidos neste estudo. Os referenciais para o estudo das competências e do exercício prático da competência colaboração pelos coordenadores UAB, representantes das instituições de ensino superior integrantes do Sistema, no seu dia a dia, foram o resultado do estágio de doutorado sanduíche, realizado na Open University, no Reino Unido em 2013, de onde vieram também as discussões sobre Recursos Educacionais Abertos (REA) e o aprofundamento das técnicas da cartografia cognitiva, amplamente empregada. Os procedimentos de gestão decorrentes deste processo foram registrados e analisados para dar-lhes maior visibilidade, buscando maior consistência à sua compreensão como processo gerencial e visando a possibilitar o seu uso em prol da qualidade da gestão do conhecimento na educação superior a distância. Os resultados deixam evidente a existência de um processo inovador de gestão do conhecimento na universidade, que tem como base principal o exercício da competência colaboração e se concretiza através de uma rede de interações entre os componentes do sistema, utilizando-se comunidades virtuais na Internet, criadas para este fim e outras estruturas de encontros presenciais, sistematicamente realizados. / ABSTRACT This research focuses on the mapping of innovative practices of knowledge management, observed in UNEB under the Open University System of Brazil (UAB). It was conducted a study of knowledge management processes that have been developed and practiced collaboratively on network by universities that are part of UAB. It was found that these processes have been created since the conception of the UAB project and implemented in the period of consolidation of distance learning in Brazilian public universities, which began in 2006 with UAB‟s creation. The cognitive mapping techniques were used to develop the analysis, seeking to use this experience and their systematization, to outline the process that was named Collaborative Knowledge Management Network (CKMN), designed in the development of this research and uses information technology in knowledge management at the university. After mapping the processes performed from the University of the State of Bahia, considering its participation in the UAB and its interaction with other institutions that integrate, reflections were performed with the use of analyzes models, developed for this purpose, through the which were considered the legal aspects and guidelines created by the UAB System, from conception and giving rise to the morphology of collaborative network. Were also analyzed, interactive practices in knowledge management processes, which were designed in the form of maps, from the theoretical references made in this study. The reference for the study of the skills and practical exercise of jurisdiction by UAB collaboration coordinators, representatives of higher education institutions members of the System, in their day to day, were the result of sandwich doctoral stage, held at the Open University in the United Kingdom in 2013, from which also came the discussions on Open Educational Resources (OER) and the further development of techniques of cognitive mapping, widely used. Management procedures of this process were recorded and analyzed to give them greater visibility, seeking greater consistency to its understanding as a management process and in order to allow its use for the quality of knowledge management in distance higher education. The results show clearly the existence of an innovative process of knowledge management in the university, which is mainly based on the exercise of the competence of collaboration realized by a network of interactions between system components, using virtual communities on the Internet, created for this purpose and other face meetings structures, systematically performed.