Performance through knowledge: a framework linking leadership, ISO 9001 and learning capabilities

Purpose This study aims to examine the links between knowledge-oriented leadership (KOL), organizational learning (OL), knowledge sharing (KS), organizational performance (OP) and ISO 9001, as well as the mediating role of OL and KS in the relationship between KOL and OP; and the moderating effect of KS on the relationship between KOL and OP to improve service quality in Iraq’s telecommunications and Internet industries. Design/methodology/approach In-person data collection from 220 employees of 20 Iraqi companies used simple random sampling. The approach comprises path analyses through structural equation modeling, mediation and moderation analyses, respectively. Findings The findings show that KOL improves OL but not KS. KOL positively and significantly affects OP. OL positively influences OP, whereas KS does not. KS is unaffected by ISO 9001 while OL and OP are. OL significantly and partially mediates the connection between KOL and OP. KS does not mediate the relationship between the KOL and the OP. KS significantly moderates the interaction between KOL and OP. Research limitations/implications The survey was limited to Iraqi companies and received few responses. Results may not be indicative of the nation. The study evaluated telecommunications and internet companies using self-reported survey data from the COVID-19 period, plus a small amount of demographic data. The study did not cover digital platforms in KS. Originality/value The study addresses a research gap in learning organization theory by investigating the links between KOL, OL, KS, ISO 9001 and OP in Iraq.