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Does ambidexterity in leadership strategies influence public sectors' KM readiness in terms of SECI processes?

Karim, NSA and Valaei, N (2020) Does ambidexterity in leadership strategies influence public sectors' KM readiness in terms of SECI processes? International Journal of Knowledge Management Studies, 11 (1). pp. 20-40. ISSN 1743-8268

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Abstract

The aim of this study is to investigate two different leadership strategies that contribute to knowledge management (KM) readiness in Malaysian public sector. Grounding on Nonaka and Takeuchi's knowledge creation theory, this study defines intention to be involved in knowledge management in terms of socialisation, externalisation, combination, and internalisation (SECI) processes. A total of 212 questionnaires are accepted for data analysis from top managers, deputy directors, assistant directors, and executives of public sectors. The findings suggest that transformational leadership strategy positively influences intention to be involved in KM processes. Interestingly, transactional leadership strategy is associated with intention to be involved in KM processes, except internalisation process. The findings imply that there should be a trade-off between transformational and transactional leadership amongst public sectors in Malaysia, proposing ambidexterity in leadership strategies. Finally, considering the demographic factors as a categorical moderating variable, applying PLS-multi group analysis, this study finds that the intention to be involved in KM processes differ amongst employees with distinct age and year-of-experience. Implications, contributions, and limitations are discussed. © 2020 Inderscience Enterprises Ltd.

Item Type: Article
Uncontrolled Keywords: 0806 Information Systems, 1702 Cognitive Sciences, 1503 Business and Management
Subjects: H Social Sciences > HF Commerce > HF5001 Business
Divisions: Business & Management (new Sep 19)
Publisher: Inderscience
Date Deposited: 01 May 2020 10:53
Last Modified: 01 May 2020 10:53
DOI or Identification number: 10.1504/IJKMS.2020.105071
URI: http://researchonline.ljmu.ac.uk/id/eprint/12726

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