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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Knowledge Leadership vs. Knowledge Management: The Malaysian Bankers’ View

Knowledge Leadership vs. Knowledge Management: The Malaysian Bankers’ View
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Author(s): Hafizi Muhamad Ali (Universiti Utara Malaysia, Malaysia) and Zawiyah Mohd Yusof (Universiti Kebangsaan Malaysia, Malaysia)
Copyright: 2006
Pages: 5
Source title: Emerging Trends and Challenges in Information Technology Management
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-019-6.ch086
ISBN13: 9781616921286
EISBN13: 9781466665361

Abstract

This study seeks to explore the Human Resource Managers’ perceptions on knowledge management and to determine whether these perceptions are influenced by their leadership style (either transformational or transactional). The qualitative method used in this study draws upon interviews, observations, and analysis of document content to gather data. This triangulated approach helped to ensure validity. Constant comparison method is used for data analysis. Ten Human Resource Managers in ten Malaysian local commercial banks are selected as sample for the study. To determine Human Resource Managers’ leadership style preference, the Multifactor Leadership Questionnaire is administered. The questionnaire is found not useful in light of the finding that participants view it socially and politically undesirable to be identified as a transactional leader. Two groups emerge from this research, which are apparently differentiated by their knowledge on knowledge management practice, application, and familiarity with the literature. These two groups, the ‘Beginner’ and the ‘Professional’, generally hold opposite and conflicting view concerning the adoption of knowledge management practice, barrier in its use, and perception on their company’s technological readiness, budgetary support, and management sponsorship. Examines Human Resource Managers’ perceptions on knowledge management and how leadership styles could influence their perceptions of knowledge management, which in turn represents a critical step toward enabling banks to more effectively manage organizational knowledge in order to achieve a sustainable competitive advantage in the 21st century Knowledge Age.

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