Abstract
PurposeThe purpose of this paper is to empirically demonstrate how knowledge management, particularly knowledge integration (KI), acts as a mediator in enterprise systems (ES) post-implementation stage and how transactional and transformational leadership styles are impacted toward ES success.Design/methodology/approachDrawing on the insights of 508 valid respondents from various business backgrounds that used ES in Malaysia, structural equation modeling was employed and the path modeling approach was used to investigate the underlying relationships between variables. The mediating effects were tested using the bootstrapping procedures presented by Preacher and Hayes.FindingsThe results support the mediating effects of KI mechanisms and both leadership styles toward ES success. The analysis revealed the importance of KI in an organization, especially by the leaders who manage the complexity of the ES in the post-implementation stage.Research limitations/implicationsThe study can be extended by analyzing other leadership styles in-detail.Practical implicationsThis paper is useful for practitioners as it acts as a guide to conduct management practice for business managers.Originality/valueThe results demonstrate the importance of leaders’ adoption of KI mechanisms in various business domains. This study approach can be used to investigate which sub-items of the leadership styles are more likely to promote KI mechanisms.
Published Version
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