WSEAS Transactions on Business and Economics
Print ISSN: 1109-9526, E-ISSN: 2224-2899
Volume 11, 2014
The Impact of Different Styles of ‘Personal Knowledge Management’ and ‘Leadership’ on ‘Organisational Performance’: A Case of Healthcare Industry in Thailand
Author(s): Vissanu Zumitzavan
Abstract: Today’s business requires top management to be capable of competing successfully in the context of globalisation, which provides not only opportunities but challenges. Different styles of personal knowledge management and leadership contribute to an organisation’s ability to survive. However, there is insufficient research into top management’s approach to conveying and confirming learning in small and medium enterprises,particularly the hospitality industry. This study scrutinises the relationship between top management’s personal knowledge management and leadership styles and sustaining learning in the organisation, and consequently increasing organisational performance. Hospitals in Thailand are taken as a case study. A quantitative research method was applied. Pilot studies ensure reliability and validity. Questionnaires,covering demographics, number of employees, personal knowledge management, leadership styles and organisational performance, were used to collect data, and different statistical methods were used to analyse it. 1,000 questionnaires were distributed to the top management of hospitals in Thailand, with a return of 539, a response rate of 53.90%. The findings indicate that personal knowledge management and leadership styles are associated with organisational performance. In addition, results show that the association between personal knowledge management and organisational performance is mediated by the leadership style.
Keywords: Human Resource Management, Knowledge Management, Leadership Styles, Organisational Development, Organisational Performance, Personal Development, Personal Knowledge Management
Pages: 430-441WSEAS Transactions on Business and Economics, ISSN / E-ISSN: 1109-9526 / 2224-2899, Volume 11, 2014, Art. #40