Does ambidexterity in leadership strategies influence public sectors' KM readiness in terms of SECI processes?. Issue 1 (7th February 2020)

• Record Type: Journal Article
• Authors: Karim, Nor Shahriza Abdul; Valaei, Naser
• Is Part Of: International journal of knowledge management studies. Volume 11:Issue 1(2020)
• Page Start: 20
• Page End: 40
• Publication Date: 2020-02-07
• Subjects: transformational leadership -- transactional leadership -- socialisation -- ambidexterity -- externalisation -- combination -- internalisation -- public sector; 658.4038
• Languages: English
• ISSNs: 1743-8268

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.