Mediating effect of knowledge sharing between participative decision making, transformational leadership and organization performance

Tahira Nazir,Syed Fida Hussain Shah

doi:10.31580/jmi.v1i1.2

Abstract

This is the era of information economy. Performance of the organization is credited to knowledge and information. Intellectual capital is considered to be the most important assets. But dilemma is that only some organization focus on generation and preservation of knowledge. Participative decision making and transformational leaders are great tools of successful implementation of Knowledge management practices. This study is intended to study the impact of the impact of Knowledge Sharing, Participative Decision Making and Transformational Leadership on Organization Performance. A survey instrument covering knowledge sharing (KS), participative decision making (PDM), transformational leadership (TL), and organizational performance was developed. Data was collected by postal and personal surveys from health, education, manufacturing, telecom, and financial sector of Gujranwala and Lahore region of Pakistan using stratified random sampling technique. Sample size was 300 and 245 complete questionnaires were received back with response rate of 81.7%. The survey instrument used for the study was shown to be valid and reliable. Statistical analytical tools like (kindly mention all the tools) were used. Results of data analysis proposed a correlation between Â This study is probably the first to understand the impact of KM practices on organizational performance. It offers valuable information about KM to all the organizations particularly those operating in Pakistan.

Highlights

Today the shift towards information economy enhances the importance of knowledge management
Information economy has completely changed the ways of doing business, because in this era performance is attributed to knowledge and information and it is as important as hardware development(Jarboe & Alliance, 2011)
The findings of Selart (2005) pointed out that decision making through group participation mostly used by those managers who have squat peripheral powers, whilst managers having robust powers rarely use it. He concluded that participative decision- making is more common in high externals rather than low externals. These results proved that mangers mostly used participative decision making, as it is general tendency of managers

Summary

Introduction

Today the shift towards information economy enhances the importance of knowledge management. Information economy has completely changed the ways of doing business, because in this era performance is attributed to knowledge and information and it is as important as hardware development(Jarboe & Alliance, 2011). Knowledge on the whole is combination of information and practice, background, explanation and manifestation(Jarboe & Alliance, 2011). Business organizations are facilitated by Knowledge management (KM) because it assists in supervising knowledge personnel by coordinating, encouraging, praising and offering them cooperative working atmosphere An individual’s information sharing approach is influenced by group atmosphere and encouraging administration (Xue, Bradley, & Liang, 2011)

Objectives

Methods

Results