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

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 r...

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Autores principales:	Hendryadi, Suratna, Suryani, Budi Purwanto
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2019
Materias:	bureaucratic culture empowering leadership knowledge sharing behavior affective commitment Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/850824a244ab43529a3862a8fde8a139
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id	oai:doaj.org-article:850824a244ab43529a3862a8fde8a139
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spelling	oai:doaj.org-article:850824a244ab43529a3862a8fde8a1392021-12-02T18:31:21ZBureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services2331-197510.1080/23311975.2019.1680099https://doaj.org/article/850824a244ab43529a3862a8fde8a1392019-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2019.1680099https://doaj.org/toc/2331-1975This 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.HendryadiSuratnaSuryaniBudi PurwantoTaylor & Francis Grouparticlebureaucratic cultureempowering leadershipknowledge sharing behavioraffective commitmentBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 6, Iss 1 (2019)
institution	DOAJ
collection	DOAJ
language	EN
topic	bureaucratic culture empowering leadership knowledge sharing behavior affective commitment Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	bureaucratic culture empowering leadership knowledge sharing behavior affective commitment Business HF5001-6182 Management. Industrial management HD28-70 Hendryadi Suratna Suryani Budi Purwanto Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
description	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.
format	article
author	Hendryadi Suratna Suryani Budi Purwanto
author_facet	Hendryadi Suratna Suryani Budi Purwanto
author_sort	Hendryadi
title	Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
title_short	Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
title_full	Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
title_fullStr	Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
title_full_unstemmed	Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services
title_sort	bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in indonesian government public services
publisher	Taylor & Francis Group
publishDate	2019
url	https://doaj.org/article/850824a244ab43529a3862a8fde8a139
work_keys_str_mv	AT hendryadi bureaucraticcultureempoweringleadershipaffectivecommitmentandknowledgesharingbehaviorinindonesiangovernmentpublicservices AT suratna bureaucraticcultureempoweringleadershipaffectivecommitmentandknowledgesharingbehaviorinindonesiangovernmentpublicservices AT suryani bureaucraticcultureempoweringleadershipaffectivecommitmentandknowledgesharingbehaviorinindonesiangovernmentpublicservices AT budipurwanto bureaucraticcultureempoweringleadershipaffectivecommitmentandknowledgesharingbehaviorinindonesiangovernmentpublicservices
_version_	1718377989894307840

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

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