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Knowledge Management and Organizational Performance in Service Industry: Transformational Leadership Versus Transactional Leadership
Abstract
This study examines a comprehensive model and the relationships between organizational factors and KM process. Information is collected from human resource managers and general managers operating in 102 service corporations. In this chapter author has used hierarchical regression analysis and exploratory factor analysis to planned hypotheses. When dominant for the consequences of transactional leadership, the results indicate the transformational leadership positively affects KM processes and organizational performance, and it is well established that transformational leadership foresaw organizational performance, thereby reflecting that its transformational leaders make vital contributions to amass, transfer, and apply knowledge within the organizations. Further, in transactional leadership, when dominant, the consequences in KM process mediates the link between transformational leadership and organizational performance.
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