Knowledge-sharing Behaviour Through Leadership and Culture: The Moderating Role of Job Autonomy and Gender

Md Asadul Islam; A. K.M.Ahasanul Haque; Mahfuzur Rahman; Dieu Hack-Polay; Francesca Dal Mas

doi:10.1177/23197145251387906

Knowledge-sharing Behaviour Through Leadership and Culture: The Moderating Role of Job Autonomy and Gender

Md Asadul Islam
, A. K.M.Ahasanul Haque
, Mahfuzur Rahman^*
, Dieu Hack-Polay
, Francesca Dal Mas

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

3 Scopus citations

Abstract

This study examines how participative leadership, digital leadership and digital organizational culture influence employees’ knowledge-sharing behaviour and how these are moderated by job autonomy and gender in Malaysia. Responses from 412 employees were collected from various organizations in the tourism sector. The data analysis was conducted through PLS-SEM to test hypotheses. Participative leadership, digital leadership and digital organizational culture were found to have a significant influence on the knowledge-sharing behaviour of employees. Our results also showed that job autonomy significantly moderates the relationship between digital organizational culture and knowledge-sharing behaviour. The research revealed that gender does not moderate the influence of participative leadership, digital leadership and digital organizational culture on knowledge-sharing behaviour. The study significantly contributes to strategically deploying technology in an increasingly digital business world. The study has important theoretical and practical implications, which are presented together with suggestions for further research.

Original language	English
Article number	23197145251387906
Journal	FIIB Business Review
DOIs	https://doi.org/10.1177/23197145251387906
State	Accepted/In press - 2025

Bibliographical note

Publisher Copyright:
© 2025 The Author(s). This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 5 Gender Equality
SDG 8 Decent Work and Economic Growth

Keywords

Digital leadership
digital organizational culture
knowledge-sharing behaviour
participative leadership

ASJC Scopus subject areas

Business and International Management
Business, Management and Accounting (miscellaneous)
Strategy and Management
Organizational Behavior and Human Resource Management

Access to Document

10.1177/23197145251387906

Cite this

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title = "Knowledge-sharing Behaviour Through Leadership and Culture: The Moderating Role of Job Autonomy and Gender",

abstract = "This study examines how participative leadership, digital leadership and digital organizational culture influence employees{\textquoteright} knowledge-sharing behaviour and how these are moderated by job autonomy and gender in Malaysia. Responses from 412 employees were collected from various organizations in the tourism sector. The data analysis was conducted through PLS-SEM to test hypotheses. Participative leadership, digital leadership and digital organizational culture were found to have a significant influence on the knowledge-sharing behaviour of employees. Our results also showed that job autonomy significantly moderates the relationship between digital organizational culture and knowledge-sharing behaviour. The research revealed that gender does not moderate the influence of participative leadership, digital leadership and digital organizational culture on knowledge-sharing behaviour. The study significantly contributes to strategically deploying technology in an increasingly digital business world. The study has important theoretical and practical implications, which are presented together with suggestions for further research.",

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year = "2025",

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AU - Haque, A. K.M.Ahasanul

AU - Rahman, Mahfuzur

AU - Hack-Polay, Dieu

AU - Mas, Francesca Dal

N1 - Publisher Copyright: © 2025 The Author(s). This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).

PY - 2025

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AB - This study examines how participative leadership, digital leadership and digital organizational culture influence employees’ knowledge-sharing behaviour and how these are moderated by job autonomy and gender in Malaysia. Responses from 412 employees were collected from various organizations in the tourism sector. The data analysis was conducted through PLS-SEM to test hypotheses. Participative leadership, digital leadership and digital organizational culture were found to have a significant influence on the knowledge-sharing behaviour of employees. Our results also showed that job autonomy significantly moderates the relationship between digital organizational culture and knowledge-sharing behaviour. The research revealed that gender does not moderate the influence of participative leadership, digital leadership and digital organizational culture on knowledge-sharing behaviour. The study significantly contributes to strategically deploying technology in an increasingly digital business world. The study has important theoretical and practical implications, which are presented together with suggestions for further research.

KW - Digital leadership

KW - digital organizational culture

KW - knowledge-sharing behaviour

KW - participative leadership

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ER -

Knowledge-sharing Behaviour Through Leadership and Culture: The Moderating Role of Job Autonomy and Gender

Abstract

Bibliographical note

UN SDGs

Keywords

ASJC Scopus subject areas

Access to Document

Fingerprint

Cite this