Leadership behaviors, organizational culture and knowledge management practices: an empirical investigation

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Title Leadership behaviors, organizational culture and knowledge management practices: an empirical investigation
Author Nguyen, Hai Nam; Mohamed, Sherif Ali Mohtady
Journal Name Journal of Management Development
Year Published 2011
Place of publication United Kingdom
Publisher Emerald Group Publishing, Ltd.
Abstract Abstract Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small-to-medium sized enterprises (SMEs) operating in Australia. Design/methodology/approach – A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture. Findings – The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices. Research limitations/implications – A key limitation of this study is its cross-sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal treatment of data might yield additional insights into the impact of leadership behaviors and organizational culture. This study was also unable to actually observe managers interacting with followers. Practical implications – The results of the study are generally consistent with theoretical predictions based on extant research. Originality/value – The results of this study provide compelling evidence in support of the moderating role of organizational culture on the relationship between transactional leadership and KM and will be of interest to those in the field.
Peer Reviewed Yes
Published Yes
Alternative URI http://dx.doi.org/10.1108/02621711111105786
Volume 30
Issue Number 2
Page from 206
Page to 221
ISSN 0262-1711
Date Accessioned 2012-01-11; 2012-02-13T05:07:26Z
Date Available 2012-02-13T05:07:26Z
Research Centre Centre for Infrastructure Engineering and Management
Faculty Faculty of Science, Environment, Engineering and Technology
Subject Organisation and Management Theory
URI http://hdl.handle.net/10072/42478
Publication Type Journal Articles (Refereed Article)
Publication Type Code c1

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