Show simple item record

dc.contributor.authorNguyen, Haien_US
dc.contributor.authorMohamed, Sherifen_US
dc.date.accessioned2017-04-24T10:27:08Z
dc.date.available2017-04-24T10:27:08Z
dc.date.issued2011en_US
dc.date.modified2012-02-13T05:07:26Z
dc.identifier.issn02621711en_US
dc.identifier.doi10.1108/02621711111105786en_US
dc.identifier.urihttp://hdl.handle.net/10072/42478
dc.description.abstractAbstract 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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.publisherEmerald Group Publishing, Ltd.en_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom206en_US
dc.relation.ispartofpageto221en_US
dc.relation.ispartofissue2en_US
dc.relation.ispartofjournalJournal of Management Developmenten_US
dc.relation.ispartofvolume30en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchOrganisation and Management Theoryen_US
dc.subject.fieldofresearchcode150310en_US
dc.titleLeadership behaviors, organizational culture and knowledge management practices: an empirical investigationen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Sciences, Griffith School of Engineeringen_US
gro.date.issued2011
gro.hasfulltextNo Full Text


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record