Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services

Hendryadi, Hendryadi; Suratna,; Suryani, Suryani; Purwanto, Budi

doi:10.1080/23311975.2019.1680099

Cited by 34 publications

(32 citation statements)

References 45 publications

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“…Hasil ini dilihat dari nilai path coefficient sebesar 0,13 dengan nilai p-value 0,06 sehingga hipotesis 2 tidak terdukung. Temuan ini tidak sejalan dengan Gracia et al (2020); Hendryadi et al (2019) yang menyebutkan bahwa individu yang diberdayakan oleh pemimpinnya memiliki komitmen yang lebih tinggi terhadap organisasinya. Meskipun perilaku empowering leadership dapat meningkatkan komitmen organisasi (Albrecht & Andreetta, 2011;Namasivayam et al, 2014;Stander & Rothmann, 2010), namun hasil pengujian menunjukkan bahwa empowering leadership belum mampu meningkatkan komitmen organisasi.…”

Section: Pembahasan Hasil Penelitianunclassified

Model kinerja koperasi

Aristana¹,

Junipisa²,

Yogantara³

2020

jeb

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Penelitian ini bertujuan untuk menganalisis hubungan antara empowering leadership, budaya organisasi dan komitmen organisasi dengan kinerja koperasi, serta menguji peran komitmen organisasi sebagai pemediasi hubungan antara empowering leadership dan budaya organisasi dengan kinerja koperasi. Untuk itu, penelitian ini merupakan penelitian kausalitas yang menggunakan pendekatan kuantitatif, dengan metode pengumpulan data melalui penyebaran kuesioner. Adapun populasi penelitian ini adalah seluruh koperasi yang masih aktif di Kecamatan Klungkung yang berjumlah 132 unit koperasi. Data yang diperoleh dianalisis dengan metode structural equation model (SEM) berbasis partial least square (PLS). Hasil penelitian ini menunjukkan bahwa empowering leadership, budaya organisasi, dan komitmen organisasi memiliki hubungan signifikan dengan kinerja koperasi. Selain itu, budaya organisasi juga memiliki hubungan signifikan dengan komitmen organisasi. Akan tetapi, empowering leadership tidak terbukti memiliki hubungan signifikan dengan komitmen organisasi. Hasil lebih lanjut menunjukkan bahwa komitmen organisasi tidak terbukti sebagai pemediasi hubungan empowering leadership dengan kinerja koperasi. Akan tetapi, komitmen organisasi terbukti sebagai pemediasi hubungan budaya organisasi dengan kinerja koperasi.

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Section: Pembahasan Hasil Penelitianunclassified

Model kinerja koperasi

Aristana¹,

Junipisa²,

Yogantara³

2020

jeb

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“…Jang and Kandampully (2018) explained in their research servant leadership based on ethical behaviours, and employee growth can contribute to enhancing the affective commitment of employees towards their organization. Hendryadi, Suratna, Suryani, and Purwanto (2019) found that empowering leadership is a strong contributor to affective organizational commitment. A study by Lee, Woo, and Kim (2018) revealed that transformational leadership and affective commitment are linked in a positive manner with each other, as a result of it, committed employees involved in the extra role activities, i.e.…”

Section: Prosocial Motivation and Affective Commitmentmentioning

confidence: 99%

The Impact of Perceived Organizational Support and Proactive Personality on Affective Commitment: Mediating Role of Prosocial Motivation

Ullah

Elahi

Abid

et al. 2020

Business, Management and Education

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Purpose – The main objective of this study is to examine the effect of perceived organizational support and proactive personality on prosocial motivation. Furthermore, it looks upon the influence of prosocial motivation on affective commitment. The indirect effect of perceived organizational support and proactive personality on affective commitment through prosocial motivation is also examined. Research methodology – The self-administered survey questionnaires are utilised for collecting the data from the service sector employees. Data were analyzed by using Process Macros on an actual sample of 221. Findings – Results indicate that perceived organizational support and proactive personality are the drivers of prosocial motivation. Likewise, prosocial motivation is positively associated with affective commitment. Besides, the indirect effect of perceived organizational support and proactive personality on affective commitment through prosocial motivation is significant. Research limitations – This study is conducted in the specific culture and the organizational context of Pakistan (Lahore). Data of all study variables are collected from the employees (single source) and at one point in time. Practical implications – The study findings suggested that organizations should always provide support to their employees that encourage them to show more desire to help their colleagues in the working environment and fosters their commitment towards their organization. Originality/Value – It is the first study that examines the indirect impact of POS and proactive personality on affective commitment via prosocial motivation.

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“…Although Amayah (2013) argues that knowledge sharing initiatives are more difficult to be implemented in public sector organization due to several reasons such as the fear of losing control/power (Park & Gabbard, 2018), the anxiety of losing promotion (Liebowitz & Megbolugbe, 2003;Donnelly, 2019), trust and leadership (Seba et al, 2012;Alsharo et al, 2017), bureaucratic culture (Wulf & Butel, 2016;Hendryadi et al, 2019), and extra-works perception (Yao et al, 2007;Afshar Jalili & Salemipour, 2019). A previous study from Hu & Zhao (2016) has a clear conclusion that there was a significant link between knowledge sharing and creative self-efficacy.…”

Section: The Relationship Between Knowledge Sharing and Creative Selfmentioning

confidence: 99%

“…Regarding the challenges in implementing knowledge sharing activities in different sector such as the private and public sector, Amayah (2013) argues that knowledge sharing initiatives are more difficult to be implemented in public sector organizations. The fear of losing control/power (Park & Gabbard, 2018), the anxiety of losing promotion (Donnelly, 2019), less incentive for efficiency, the complexity of organization goals (Amayah, 2013), trust and leadership (Seba et al, 2012;Alsharo et al, 2017), bureaucratic culture (Wulf & Butel, 2016;Hendryadi et al, 2019), and extra-works perception (Yao et al, 2007;Afshar Jalili & Salemipour, 2019) is the several reasons of why public sector officers tend to resist to build a knowledge-sharing culture. Besides that reason, an individual issue such as personality traits (Agyemang et al, 2016;Borges et al, 2019), motivational factors (Andreeva & Sergeeva, 2016;Nguyen et al, 2019), creative self-efficacy (Wu et al, 2012;Teng et al, 2019) also considered to influences the adoption of knowledge sharing.…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing activities among public sector employees: Evidence from Indonesia

Supriatna

2020

JEMA

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Knowledge sharing has an important role in the management of any organization. It can lead to increased knowledge creation, collaboration level, and level of innovation, which, in turn, increases organizational performances. However, few studies have empirically examined the effect of knowledge sharing activities on an individual's belief in a public sector organizational setting, especially in Indonesia. This study was conducted to analyze the role of knowledge sharing in affecting the activities of creative self-efficacy within public organizations. This study used purposive sampling which designed to focus on employees who have positioned as a researcher in one of Directorate of Ministry of Public Works and Housing of the Republic of Indonesia. The questionnaire used in this study was adapted from Brockhus and Yu instruments. The result of this study shows that there is a positive and significant effect of knowledge sharing activities on creative self-efficacy. The higher the level of knowledge sharing activities within the organization, the more it will encourage creative self-efficacy. The majority of the respondent in this study that classified as Y generation (Millenials) was the main reason of the differences between the conclusion of this study and previous ones who argues that knowledge sharing initiatives are more difficult to be implemented in public sector organization as many of public sector officers believe that the activities of knowledge sharing meant losing power and an extra work surface.

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Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services

Cited by 34 publications

References 45 publications

Model kinerja koperasi

Model kinerja koperasi

The Impact of Perceived Organizational Support and Proactive Personality on Affective Commitment: Mediating Role of Prosocial Motivation

Knowledge sharing activities among public sector employees: Evidence from Indonesia

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