Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/244741 
Year of Publication: 
2019
Citation: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 6 [Publisher:] Taylor & Francis [Place:] Abingdon [Year:] 2019 [Pages:] 1-12
Publisher: 
Taylor & Francis, Abingdon
Abstract: 
This paper aims to clarify the relationship among bureaucratic culture, empowering leadership, knowledge sharing behavior and affective commitment in the Indonesian public sector organizations. A total of 371 respondents from eleven local government public service institutions participated in this research. Structural Equation Modeling (SEM) was used for model testing. The results of this study indicate that bureaucratic culture has a negative and significant relationship with empowering leadership and affective commitment. Empowering leadership has a positive and significant impact on knowledge sharing behavior and affective commitment, and also mediated the relationship between bureaucratic culture with knowledge sharing behavior and affective commitment. The direct relationship between bureaucratic culture and knowledge sharing behavior proved insignificant, however, indirectly proved significant via empowering leadership. The tests of such relationship are expected to contribute to the theory and practice of the government sector.
Subjects: 
bureaucratic culture
empowering leadership
knowledge sharing behavior
affective commitment
bureaucratic culture
empowering leadership
knowledge sharing behavior
affective commitment
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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