Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services

Abstract

This paper aims to clarify the relationship among bureaucratic culture, empowering leadership, knowledge sharing behavior and affective commitment in the Indonesian public sector organizations. A total of 371 respondents from eleven local government public service institutions participated in this research. Structural Equation Modeling (SEM) was used for model testing. The results of this study indicate that bureaucratic culture has a negative and significant relationship with empowering leadership and affective commitment. Empowering leadership has a positive and significant impact on knowledge sharing behavior and affective commitment, and also mediated the relationship between bureaucratic culture with knowledge sharing behavior and affective commitment. The direct relationship between bureaucratic culture and knowledge sharing behavior proved insignificant, however, indirectly proved significant via empowering leadership. The tests of such relationship are expected to contribute to the theory and practice of the government sector.

Keywords:

• bureaucratic culture
• empowering leadership
• knowledge sharing behavior
• affective commitment

PUBLIC INTEREST STATEMENT

This study provides useful indications of how government organizations work to ensure knowledge sharing behavior in organizations works effectively. While the relationship among bureaucratic culture, empowering leadership, knowledge sharing behavior and affective commitment have been examined independently, few studies have investigated the association between the four concepts. This study extended prior research models and presents empirical evidence, which suggests that the relationship between bureaucratic culture and knowledge sharing behavior is mediated by the empowering leadership, especially in the Indonesian government sector

Acknowledgements

The authors would like to thank the editor and anonymous reviewers for their supportive comments and suggestions.

Additional information

Funding

The authors received no direct funding for this research.

Notes on contributors

Hendryadi

Hendryadi is a lecturer at Sekolah Tinggi Ilmu Ekonomi Indonesia Jakarta. His area of interest is human resource management, organizational behavior, Islamic work ethics, workplace incivility, and quantitative research methods.

Suratna

Dr. Suratna is a professional psychologist and head of the human resources and organizational bureau, the agency for the assessment and application of technology (BPPT) Jakarta Indonesia. Her research interests include organizational behavior and human resources management.

Suryani

Dr. Suryani is an Associate Professor at the Islamic State Institute of Lhokseumawe. She received the Doctorate in Islamic Economics from State Islamic University Syarif Hidayatullah Jakarta (2018). Her research interests include organizational culture, leadership, and ethics from the Islamic perspective.

Budi Purwanto

Dr. Budi Purwanto received Doctorate for business management from Universitas Pancasila, Jakarta Indonesia. Working as a lecturer at Logistics and Transportation Institute of Trisakti and professionals in marine logistics. His research interests include supply chain management and marine logistics.