Purpose – The purpose of this paper is to show empirically how knowledge management, particularly knowledge integration (KI), acts as a mediator between different leadership styles and Enterprise Systems (ES) success. It proposes a model of KI as a mediator between two leadership styles (the transformational and transactional leadership styles). The study also aims to expose the most relevant leadership styles to be practiced by leaders when managing the ES post-implementation stage. Design/methodology/approach – Valid data were collected from 263 survey respondents in Malaysian companies. The authors employed structural equation modelling and used the path modelling approach to investigate the underlying relationships between the variables. The authors then tested the mediating effects of KI by using the bootstrapping procedures proposed by Preacher and Hayes, which suits the path analysis method. Findings – The results provide empirical evidence on the relationships between the variables and on the role of KI mechanisms as a mediator between leadership styles and ES success, especially in the ES post-implementation phase. Both leadership styles have to be practiced by leaders while managing an ES. Research limitations/implications – Future research can investigate the role of KI mechanisms as moderators between both leadership styles. The study can also be expanded by looking in-depth at other leadership styles. Practical implications – This paper is useful for management researchers and as a guide to management practice for business managers. Originality/value – This paper proposes a model that examines the vitality of KI effect in ES post-implementation stage by different leadership styles. The results expose the importance of leaders’ adoption of KI mechanisms and call for manager attention to the importance of using the right leadership styles when managing ES.
Purpose The 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/approach Drawing 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. Findings The 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/implications The study can be extended by analyzing other leadership styles in-detail. Practical implications This paper is useful for practitioners as it acts as a guide to conduct management practice for business managers. Originality/value The 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.
Many studies emphasise the crucial role of leaders in implementing knowledge integration (KI) during the enterprise system (ES) post-implementation phase. However, to date, no studies have provided empirical evidence on the role of KI mechanisms in ES success, especially when managed by leaders with different leadership styles. This paper therefore highlights the empirical evidence on the role of KI as a mediator between ES success and two leadership styles, namely, the transformational leadership style and the transactional leadership style. Index Terms-knowledge integration, enterprise system post-implementation phase, transformational and transactional leadership styles, enterprise systems success
Activities related to Enterprise Systems (ES) are knowledge-intensive tasks, and the management of ES-related knowledge has received much attention in the Knowledge Management (KM) field. A systematic literature review of empirical studies of KM processes in the ES lifecycle identifies the KM processes most widely explored and the ES-related knowledge most often addressed. From 350 relevant book chapters, journal articles, and conference papers, 49 papers discuss KM processes in the ES lifecycle. The KM process that appears most often in studies of KM in the ES context is knowledge transfer/sharing. The type of ES-related knowledge most often studied in the literature is knowledge of the client organization.
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