IDEAS home Printed from https://ideas.repec.org/a/igg/jkm000/v15y2019i4p94-113.html
   My bibliography  Save this article

Do Leaders Really Matter in Knowledge Management Practices? Case of Serbian Companies

Author

Listed:
  • Sladjana Cabrilo

    (I-Shou University, Kaohsiung, Taiwan)

  • Rosanna Leung

    (I-Shou University, Kaohsiung, Taiwan)

Abstract

The purpose of this study is to explore whether the leadership change consequently imposes further changes in knowledge management (KM) practices, as well as to reveal which KM practices are affected by this strategic change. Namely, a theorized ten-fold conceptualization of KM practices has been tested on a sample of 101 Serbian companies employing more than 100 employees each. The main findings demonstrate that leadership changes affect some elements of KM leadership, HRM practices in recruitment, training and development, and compensation. Furthermore, findings depict that leadership changes have a profound influence on knowledge-friendly organizational culture and knowledge sharing between mid-level management and employees. Finally, the results show that the leadership change in Serbian companies affects sales growth rate. The companies that experienced this change had negative sales growth rate contrary to the companies without this strategic change.

Suggested Citation

  • Sladjana Cabrilo & Rosanna Leung, 2019. "Do Leaders Really Matter in Knowledge Management Practices? Case of Serbian Companies," International Journal of Knowledge Management (IJKM), IGI Global, vol. 15(4), pages 94-113, October.
    • Handle: RePEc:igg:jkm000:v:15:y:2019:i:4:p:94-113
    as

    Download full text from publisher

    File URL: http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/IJKM.2019100106
    Download Restriction: no
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Mohd Rashid Mohd Yunus & Rosli Mahmood & Hishamuddin Md Som, 2024. "Influence of Knowledge Management on Performance of Halal SMEs in Singapore: Dynamic Capability as an Underpinning Theory," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(7), pages 2021-2028, July.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:igg:jkm000:v:15:y:2019:i:4:p:94-113. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Journal Editor (email available below). General contact details of provider: https://www.igi-global.com .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.