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Article
Publication date: 3 June 2024

Guadalupe Vila-Vázquez, Carmen Castro-Casal, Romina García-Chas and Dolores Álvarez-Pérez

The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance…

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Abstract

Purpose

The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance. Specifically, it examined the causal chain of transformational leadership-job characteristics (task variety and task significance)-job engagement-task performance.

Design/methodology/approach

The hypotheses were tested on a sample of 320 employees and their supervisors from Spanish young technology and knowledge-intensive small and medium-sized enterprises (SMEs) using structural equations.

Findings

The results show that the effect of transformational leadership on task performance (assessed by supervisors) occurs sequentially via task significance and job engagement. Additionally, job engagement mediates the relationship between task variety and task performance.

Practical implications

Findings highlight the relevance for supervisors to employ a transformational leadership style that leads employees directly and indirectly, through task significance, to be more engaged and achieve higher task performance. They also emphasize the importance of proper job design that allows employees to be fully invested in their job performance.

Originality/value

Despite the importance of leadership and employee performance for the survival and growth of these firms, the study of these relationships is largely unexplored. This study proposes and tests a serial model in which supervisor transformational leadership is linked to employee task performance through two sequential mediators: job characteristics (task variety and task significance) and job engagement.

Details

Leadership & Organization Development Journal, vol. 45 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 24 July 2007

Carmen Castro Casal and Edelmira Neira Fontela

Taking the literature on knowledge and mergers and acquisitions as a basis, the purpose of this paper is to analyze some variables that influence the knowledge transfer in mergers

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Abstract

Purpose

Taking the literature on knowledge and mergers and acquisitions as a basis, the purpose of this paper is to analyze some variables that influence the knowledge transfer in mergers and acquisitions.

Design/methodology/approach

Using data from a sample of 57 domestic Spanish mergers and acquisitions this paper examines the influence on the transfer of knowledge from the acquired firm to the acquiring firm (or lead firm) of: the socially complex nature of the knowledge to be transferred, the knowledge base of the acquiring firm, and two dimensions of the integration process. In addition, the paper analyses the moderating effect of socially complex knowledge on the relationship: dimensions of the integration process‐knowledge transfer.

Findings

The results obtained show that the social complexity of the knowledge, the knowledge base existing in the acquiring firm, and the frequency of rich communication media have a positive influence on knowledge transfer.

Research limitations/implications

The results should be interpreted with caution due to the size of the sample. Since the study was conducted in Spain the results could be affected by the cultural context. Further studies are required in order to corroborate the results and to explore these relationships over a longer period of time.

Practical implications

This paper offers several recommendations to help managers to improve knowledge transfer in mergers and acquisitions.

Originality/value

This study tests empirically a model of knowledge transfer in mergers and acquisitions that integrate key factors that can affect knowledge transfer success. This study can help one to understand the knowledge transfer better and complements the very few studies hitherto produced.

Details

Journal of Knowledge Management, vol. 11 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Content available
Article
Publication date: 24 July 2007

Rory L. Chase

632

Abstract

Details

Journal of Knowledge Management, vol. 11 no. 4
Type: Research Article
ISSN: 1367-3270

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