Scott E. Bryant

The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge:

Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.

The Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing An Empirical Study in a Software Firm

Managing organizational knowledge creation and sharing effectively has become an important source of competitive advantage for firms. Peer mentoring is becoming increasingly common and may be an effective way to facilitate knowledge creation and sharing. This article provides an empirical test of the relationship between peer mentoring and knowledge creation and sharing in a high-tech software firm. Results suggested that a peer mentor training course increased perceived levels of peer mentor knowledge and skills. Results also indicated that higher perceived levels of peer mentoring were related to higher perceived levels of knowledge creation and sharing.

A Study of the Formality of Human Resource Management Practices in Small and Medium-Size Enterprises in Vietnam

One main challenge for human resource (HR) management in small and medium-size enterprises (SMEs) is to balance the formal policies and the informal culture of these smaller firms. While HR formality has remained a subject of much qualitative analysis, it has not received much quantitative analysis. Using a sample of 89 Vietnamese SMEs this study tested the level of formality as a dimension of HR management. The results supported our hypotheses that firm size is positively related to HR formality, and that HR formality is positively associated with owners’ perceptions of firm performance. This study provides important research implications as well as practical implications for managers and policy makers.

Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes?

Purpose – This study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations.Design/methodology/approach – Using a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐Ons Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership.Findings – The results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership.Originality/value – EI may be a useful concept in understanding leadership and social influence; however, unlik...

A dynamic model of trust development and knowledge sharing in strategic alliances

Building on the recent advances in research on trust and knowledge sharing in strategic alliances, we weave together the existing literature to develop a dynamic model of trust development and knowledge sharing (TD/KS). We set forth three objectives for this paper. First, to review the literatures on trust and knowledge sharing and establish dynamic conceptualisations of both concepts. Second, to develop an integration of trust development and knowledge sharing in a dynamic setting; and finally, to offer the TD/KS model, which describes how alliances are formed, developed and dissolved, based on levels of trust and knowledge sharing between partners. We conclude our paper with theoretical and practical applications of our proposed model.

A field study on organizational commitment, professional commitment and peer mentoring

This study investigates attitudes and citizenship behaviors of IS workers in the software industry by examining relationships among various facets of organizational commitment, professional commitment, and a particular organizational citizenship behavior (OCB) called peer mentoring. Results revealed that one facet of organizational commitment, affective commitment, was positively associated with peer mentoring, while a second facet, normative commitment, was negatively associated with peer mentoring. A third facet of organizational commitment, continuance commitment, had no significant relationship with peer mentoring while professional commitment was positively associated with peer mentoring. Our results also found a positive and significant interaction between professional commitment and affective commitment, and a negative and significant interaction between professional commitment and normative commitment in predicting OCBs, suggesting that managers of software professionals can foster OCBs by focusing on specific facets of commitment