This paper explores the mechanism between leadership and knowledge transfer in a top management team （TMT） via a case study of ZOJE Group, a private listed company in China. Three recently rotated executives with di...This paper explores the mechanism between leadership and knowledge transfer in a top management team （TMT） via a case study of ZOJE Group, a private listed company in China. Three recently rotated executives with different leadership styles from the parent or subsidiary companies are chosen and studied. Findings show that for the visionary leadership executive, his vision incentive has a limited effect on knowledge transfer, but organization culture, especially the decentralization management culture, can greatly enhance the knowledge transfer process. For the paternalistic leadership executive, authoritarianism helps him manage the management team in disarray; while benevolence and morality improve the knowledge transfer standard. Lastly, for the servant leadership executive, his leading by example and altruism behaviors contribute to a higher level of knowledge transfer among TMT.展开更多
基金This work is supported by the National Natural Science Foundation of China （Grant No. 71072025, 71202031, 71302048） and the Science Foundation of Ministry of Education of China （Grant No. 10JZD0045-2）. Special thanks to Prof. James Littefield from Pamplin college of Business at Virginia Tech for his valuable suggestions on this work.
文摘This paper explores the mechanism between leadership and knowledge transfer in a top management team （TMT） via a case study of ZOJE Group, a private listed company in China. Three recently rotated executives with different leadership styles from the parent or subsidiary companies are chosen and studied. Findings show that for the visionary leadership executive, his vision incentive has a limited effect on knowledge transfer, but organization culture, especially the decentralization management culture, can greatly enhance the knowledge transfer process. For the paternalistic leadership executive, authoritarianism helps him manage the management team in disarray; while benevolence and morality improve the knowledge transfer standard. Lastly, for the servant leadership executive, his leading by example and altruism behaviors contribute to a higher level of knowledge transfer among TMT.
