How knowledge sharing leads to innovative work behaviour: A moderating role of transformational leadership

Phung, VD; Hawryszkiewycz, I; Chandran, D

How knowledge sharing leads to innovative work behaviour: A moderating role of transformational leadership

Phung, VD Hawryszkiewycz, I

Chandran, D

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Publication Type:: Journal Article
Citation:: Journal of Systems and Information Technology, 2019, 21 (3), pp. 277 - 303
Issue Date:: 2019-08-12

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Field	Value	Language
dc.contributor.author	Phung, VD	en_US
dc.contributor.author	Hawryszkiewycz, I https://orcid.org/0000-0003-2256-0132	en_US
dc.contributor.author	Chandran, D https://orcid.org/0000-0002-7131-5128	en_US
dc.date.issued	2019-08-12	en_US
dc.identifier.citation	Journal of Systems and Information Technology, 2019, 21 (3), pp. 277 - 303	en_US
dc.identifier.issn	1328-7265	en_US
dc.identifier.uri	http://hdl.handle.net/10453/136742
dc.description.abstract	© 2019, Emerald Publishing Limited. Purpose: Studies have examined the influence of knowledge-sharing factors on attitudes and intentions to share knowledge; thus, there is a need to add to the limited research to examine individuals’ actual knowledge-sharing behaviour (KSB). Drawing upon the social cognitive theory (SCT) and transformational leadership, this study aims to develop a new research model which modifies the standard SCT model and augments it with other theories to examine academics’ KSBs. Design/methodology/approach: Questionnaire surveys based on literature and pilot study were conducted with 785 academic staff from four Vietnamese public universities. This study applied structural equation modelling to test the proposed research model and hypotheses. Findings: The findings show that environmental factors (subjective norms, trust) and personal factors (knowledge self-efficacy, enjoyment in helping others) had positive impacts on KSB; KSB had a strongly positive effect on innovative behaviour; and transformational leadership positively moderated the effects of subjective norms, trust and knowledge self-efficacy on KSB. Interestingly, psychological ownership of knowledge was found to have insignificant associations with KSB. Practical implications: The study findings can be used by university leaders, academic staff and researchers in other similar contexts. Originality/value: Until now, to the best of the researchers’ knowledge, no studies have applied SCT as a primary lens, in which transformational leadership positioned in a focal behaviour also affected KSB, to investigate research on KSB in organisations, especially in institutions of higher education.	en_US
dc.relation.ispartof	Journal of Systems and Information Technology	en_US
dc.relation.isbasedon	10.1108/JSIT-11-2018-0148	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	How knowledge sharing leads to innovative work behaviour: A moderating role of transformational leadership	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	21	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1702 Cognitive Sciences	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	closed_access	*
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	21	en_US

Abstract:

© 2019, Emerald Publishing Limited. Purpose: Studies have examined the influence of knowledge-sharing factors on attitudes and intentions to share knowledge; thus, there is a need to add to the limited research to examine individuals’ actual knowledge-sharing behaviour (KSB). Drawing upon the social cognitive theory (SCT) and transformational leadership, this study aims to develop a new research model which modifies the standard SCT model and augments it with other theories to examine academics’ KSBs. Design/methodology/approach: Questionnaire surveys based on literature and pilot study were conducted with 785 academic staff from four Vietnamese public universities. This study applied structural equation modelling to test the proposed research model and hypotheses. Findings: The findings show that environmental factors (subjective norms, trust) and personal factors (knowledge self-efficacy, enjoyment in helping others) had positive impacts on KSB; KSB had a strongly positive effect on innovative behaviour; and transformational leadership positively moderated the effects of subjective norms, trust and knowledge self-efficacy on KSB. Interestingly, psychological ownership of knowledge was found to have insignificant associations with KSB. Practical implications: The study findings can be used by university leaders, academic staff and researchers in other similar contexts. Originality/value: Until now, to the best of the researchers’ knowledge, no studies have applied SCT as a primary lens, in which transformational leadership positioned in a focal behaviour also affected KSB, to investigate research on KSB in organisations, especially in institutions of higher education.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/136742