Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes

This source preferred by Hongnian Yu and Shuang Cang

This data was imported from Scopus:

Authors: Shamim, S., Cang, S. and Yu, H.

http://eprints.bournemouth.ac.uk/29434/

Journal: International Journal of Human Resource Management

Pages: 1-31

eISSN: 1466-4399

ISSN: 0958-5192

DOI: 10.1080/09585192.2017.1323772

© 2017 Informa UK Limited, trading as Taylor & Francis Group Despite the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also investigates the mediating effect of employee work attitudes including affective commitment, creative self-efficacy and work engagement, by using partial least square for structure equation modelling. This study finds that KOL positively affects KM behaviour, affective commitment, creative self-efficacy and employee work engagement. Work attitudes (affective commitment, creative self-efficacy, work engagement) mediate the relationship of KOL and KM behaviour. Furthermore the direct positive effect of employee affective commitment, creative self-efficacy and work engagement on KM behaviour is also significant. This study contributes to the body of knowledge by extending the construct of KOL, and by investigating the connection between KOL, work attitudes, and KM behaviour among hospitality employees, at the individual level.

The data on this page was last updated at 04:42 on September 24, 2017.