Knowledge Management Practices for Enhanced Organisational Performance: Can Leadership Style be a Moderator?
Rosemary Boateng Coffie, Kofi Boateng, Abubakar Umar Alhassan
Abstract
This study introduces the moderating influence of leadership style on the connexion between knowledge management and organizational performance studies. We present a Knowledge-Based Theory and associated hypotheses for testing. A survey design using a case study approach of four organisations in the Petroleum, Energy, Micro Banking, and Education sectors in Ghana was used to collect quantitative data. Data analysis shows the Structural Equation Modelling of the study using Analysis of Moment Structures. The outcome shows a strong and significant relationship between Organisational Performance and Knowledge Management as well as Leadership Style and Organisational Performance. However, results indicate that Leadership Style does not moderate the relationship between Knowledge Management and Organisational Performance. The implication of the study suggests the implementation of comprehensive knowledge management policies through employees to enhance organisational performance.