Tóm Tắt Tiếng Anh Ảnh Hưởng Phong Cách Lãnh Đạo Chuyển Đổi Đến Chia Sẻ Chi Thức Của Nhân Viên Trong Các Doanh Nghiệp Nhỏ Và Vừa Tại Thành Phố Hà Nội.pdf

Originating from these theoretical and practical gaps, the doctoral candidate has chosen the topic: “The Impact of Transformational Leadership Style on Employees’ Knowledge Sharing in S

TRADE UNION UNIVERSITY

NGUYEN THI TUYEN

INFLUENCES OF TRANSFORMATIONAL LEADERSHIP ON KNOWLEDGE SHARING BEHAVIORS OF EMPLOYEES IN HA NOI SMEs

Major: Human Resource Management

Code: 9340404

SUMMARY OF DOCTORAL THESIS

HA NOI, 2025

The thesis was completed at: TRADE UNION UNIVERSITY

Scientific instructor: 1 Assoc Prof., PhD Le Ba Phong 2 Assoc Prof., PhD Le Manh Hung Reviewer 1:

Reviewer 2:

Reviewer 3:

The thesis was defended before the Doctoral Thesis Evaluation Council at the Trade Union University

Location: Room ., Building ., Trade Union University Address: No 169 Tay Son Street, Quang Trung Ward, Dong Da District,

Hanoi

Time: At hours minutes, on the day of month, 2025

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INTRODUCTION

1 Reason for choosing the theme

Knowledge is always an asset and a critical resource for organizational outcomes and competitive advantage Unlike other resources, knowledge offers multiple advantages in optimizing production operations and processes, reducing costs, and fostering innovation, Skyrme (2000)

Currently, many enterprises around the world utilize knowledge management to enhance their competitive capabilities, Mills & Smith (2011), Al-Mehrez et al (2021) When applied effectively, knowledge management can help organizations achieve better outcomes as well as long-term objectives, Gold et al (2001), Zaied et al (2012), Al-Mehrez et al (2021) The success of knowledge management largely depends on the effectiveness of knowledge sharing activities within an organization, Le & Lei (2017) Knowledge sharing is considered a critical driver, enabling organizations to transform individual knowledge into organizational knowledge, thereby improving innovation capabilities, operational performance, and competitive advantage (Le et al (2024)

According to the study of Chi et al (2012), transformational leadership style plays a role as a moderator of the relationship between knowledge management and organizational performance In which, knowledge management reflects the ability of an organization to create, share and apply intellectual capital to develop core values, organizational performance based on knowledge foundation Garcia-Morales et al (2008) Originating from these theoretical and practical gaps, the doctoral

candidate has chosen the topic: “The Impact of Transformational

Leadership Style on Employees’ Knowledge Sharing in Small and Sized Enterprises in Hanoi” for the doctoral dissertation The dissertation

Medium-focuses on analyzing, exploring, and clarifying the effects of transformational leadership on employees’ knowledge sharing within small and medium-sized enterprises (SMEs)

2.2 Research tasks

i) Overview of works related to the thesis to point out research gaps ii) Systematize the theoretical basis of transformational leadership, knowledge sharing; build scales, research hypotheses and research models iii) Evaluate the impact of transformational leadership on knowledge sharing of employees in small and medium enterprises in Hanoi city iv) Comment and propose managerial implications to promote knowledge sharing of employees in SMEs in Hanoi

iv) Do differences in demographic factors (gender, age, education level, and seniority) make a difference in employees’ tacit knowledge sharing and explicit knowledge sharing behaviors in SMEs?

4 Object and scope of research

4.1 Research object:

Research object of the thesis: The impact of transformational leadership style on knowledge sharing of employees in small and medium enterprises in Hanoi city

4.2 Research scope

i) Scope of research in terms of content: focuses on researching, testing and estimating the model on the impact of transformational

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leadership style on knowledge sharing of employees in small and medium enterprises in Hanoi city

ii) Scope of research in terms of space: Research and survey of SMEs

in Hanoi city, in which, the author focuses on researching and surveying SMEs operating in fields with high knowledge content such as: electrical - electronic technology, telecommunications, information technology, finance, banking, pharmaceuticals, healthcare as well as in the fields of industry, production and manufacturing of machinery, equipment, technology and other services

iii) Scope of research in terms of time:

- Collecting secondary data: Focusing on the period 2018 - 2023

- Collecting primary data: Complete the survey in April 2024

5 Research Methods

The thesis uses a combination of qualitative and quantitative research methods; data processing through descriptive statistical analysis, scale reliability analysis (Cronbachs Alpha), exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM) based on data collection from small and medium-sized enterprises in Hanoi city

6 New contribution of the thesis

In terms of theory: The thesis has built a comprehensive model to

evaluate the impact of transformational leadership style on knowledge sharing of employees in small and medium enterprises in Hanoi city Inheriting the transformational leadership style of scientists, the thesis identified 4 factors of transformational leadership style and adjusted some variables to suit the research context At the same time, the thesis identified

2 factors of knowledge sharing with adjustments to suit the research context

In terms of practice: The thesis has tested the research model of the

impact of transformational leadership style on knowledge sharing of employees in small and medium enterprises in Hanoi city At the same time, the test results indicate that the personal concern factor of transformational leadership style has the largest and most positive impact

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on the sharing of implicit and explicit knowledge of employees Based on the research results, the author has proposed a number of recommendations and solutions to help leaders and managers in enterprises to develop policies to promote employees to be willing and proactive in sharing knowledge and information with each other, thereby continuously improving individual work performance and enhancing the ability to innovate for enterprises

7 Structure of the thesis

In addition to the Introduction, Conclusion, List of References, and Appendixes, the thesis has 5 chapters, specifically as follows:

Chapter 1 Overview of research on the impact of transformational leadership style on employee knowledge sharing in enterprises

Chapter 2 Theoretical basis and research model on the impact of transformational leadership style on knowledge sharing of employees in enterprises

Chapter 3 Research methods

Chapter 4 Research Results

Chapter 5 Discussion of Research Results and Recommendations

CHAPTER 1 OVERVIEW OF RESEARCH ON THE IMPACT OF TRANSFORMATIONAL LEADERSHIP STYLE ON EMPLOYEE

KNOWLEDGE SHARING IN ENTERPRISES

1.1 Research on transformational leadership style in enterprises

In 1978, Burn first researched on “Transformational Leadership in Organizations” Inheriting and developing Burn’s (1978) LDCĐ style, in

1985 Bass researched and expanded the model, improved and clarified the LDCĐ style through typical characteristics such as: a model of integrity and fairness, always setting clear goals or guiding people to overcome personal interests and “inspiring” employees Since the late 1980s, most of the research on transformational leadership style by several authors: Bass (1985); Avolio (1999); Lowe & Gardner (2000); Tickle, Brownlee and Nailon (2005) all pointed out the positive effects of transformational leadership Next are the studies of Chien Liang Liu (2005), Morales et al

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(2008), Donate & de Pablo (2015), Al-Husseini et al (2019), Shehzad et al (2021), Ali Hassanzadeh Mohassel et al (2023) and the study of Naveed Saif et al (2024) all point out the influence of transformational leadership directly and indirectly on organizational innovation, organizational commitment, organizational performance, the role of knowledge-oriented leadership In addition, domestic authors are also very interested such as:

Vu Viet Hang & Phan Thi Tra My (2021), Le Ba Phong (2021), Nguyen Ngoc Hung (2023)

1.2 Research on employee knowledge sharing in small and medium enterprises

Human knowledge is the most important asset of an organization, so knowledge sharing is considered very important for the success of the organization Therefore, research on knowledge sharing has always been

of interest to scientists, business leaders, and organizations in Vietnam and internationally and applied to specific contexts Internationally, there are studies by Lin (2007), Chen Huang (2009), Wang & Noe (2010), Zhi Yang

et al (2018), Lei et al (2019) These studies basically use quantitative research methods to analyze the positive correlation with knowledge sharing activities and knowledge-based management In Vietnam, the research works of Pham Anh Tuan (2015), Pham Quoc Trung & Luu Quy Hong (2016), Nguyen & Pham (2017), Nguyen Huu Nghi & Mai Truong

An (2018), Than Thanh Son et al (2019), Doan Bao Son (2021), Pham Thi Nguyet (2022) study the factors affecting knowledge sharing, the influence

of organizational culture on knowledge sharing, the relationship between knowledge sharing, job satisfaction and work performance in enterprises, knowledge sharing to innovation and competitive advantage of enterprises, knowledge sharing and innovative work behavior of employees in enterprises

1.3 The study on the influence of transformational leadership on knowledge sharing among employees in small and medium-sized enterprises

Improving employee knowledge sharing in enterprises is always a topical topic, attracting great attention from many scholars in the world and

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in Vietnam Below are some typical research works, focusing on explaining the effects of transformational leadership, management activities, knowledge management and knowledge sharing Internationally, there are studies by Lee et al (2010), Chi et al (2012), Noruzy et al (2013), Jimenéz

et al (2014), Le & Lei (2017) Basically, the research works of the above scientists all focus on studying the impact of transformational leadership

on knowledge sharing, the moderating impact of transformational leadership on knowledge management and organizational effectiveness, the relationship between transformational leadership, knowledge management through the mediating role of fairness and employee trust in leadership In Vietnam, there are not many studies on transformational leadership in the context of SMEs in Vietnam

1.4 Research gaps and directions

Based on a systematic overview and analysis of domestic and foreign research works related to the research topic, the author finds that research

on the impact of transformational leadership style is an important factor that has a positive impact on knowledge sharing among employees Transformational leadership style “is carried out in different contexts and objects, which will give relatively different conclusions; in fact, there are very few studies conducted in SMEs.” However, there are still theoretical and empirical gaps in the relationship between these antecedent factors and specific aspects of knowledge sharing for the following reasons:

Firstly, the theory of transformational leadership was first introduced

by Burns (1978) and gradually became one of the important leadership theories and was widely applied in developed countries Le and Lei (2019) However, the understanding of transformational leadership is still very limited, especially for developing countries like Vietnam Therefore, research on the effects of transformational leadership on employee knowledge sharing will help managers have a basis to effectively apply one

of the new leadership styles to enhance knowledge sharing activities in the organization

Second, enhancing knowledge sharing activities will help organizations fill knowledge gaps, integrate both internal and external

Le et al (2018)

Third, current research on the conditions and premises that enhance knowledge sharing often refers to the context of manufacturing and service enterprises in general perspective Currently, there are very few studies analyzing the impact of transformational leadership style on employees' sharing of tacit and explicit knowledge in SMEs This leads to limitations

in the understanding of researchers and managers in the field of SMEs Therefore, it is recommended that further studies be conducted in the future

to explore the antecedent factors to enhance understanding and promote the value of this factor in order to set specific goals Therefore, studying and clarifying the relationship between transformational leadership and knowledge sharing will be of great significance in identifying the appropriate mechanism to create positive psychological effects to promote knowledge sharing activities in the organization

Based on the theoretical and practical gaps related to the role, importance and positive effects of transformational leadership style on employees' knowledge sharing activities in enterprises, this study will be based on a harmonious combination of qualitative and quantitative research methods to investigate and clarify the factors affecting transformational leadership style on employees' tacit and explicit knowledge sharing in SMEs in Hanoi city, which is really meaningful, urgent and necessary

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CHAPTER 2 THEORETICAL BASIS AND RESEARCH MODEL

ON THE IMPACT OF TRANSFORMATIONAL LEADERSHIP STYLE ON EMPLOYEE KNOWLEDGE SHARING IN

ENTERPRISES 2.1 Theoretical basis of leadership and transformational leadership

2.1.1 Concept of leadership

The behavior of leaders and managers has a decisive impact and influence on the performance and important outputs of an organization The scholars who have made important contributions to the birth of these theories are Burns (1978), Hart (1980), Chemers (1997) In the most

general understanding: "Leadership is a process by which an individual,

has the ability to influence the perception, belief, attitude and motivation

of employees to pursue and implement the goals, mission, vision of the organization"

2.1.2 Concept of leadership style

From many perspectives on leadership style, according to the thesis's

approach: "Leadership style is the way a leader interacts and influences

employees to motivate and encourage employees to actively perform their work to achieve the organization's goals"

2.1.3 The concept of transformational leadership

According to the thesis approach: “Transformational leadership is a

way of influencing through qualities and behaviors that attract, motivate, inspire, stimulate creativity and care for each individual when dealing with employees These behaviors change employees, help them maximize their potential and achieve the highest level of efficiency in their work, thereby achieving the goals of the organization”, Bass (1985)

2.2 Theoretical foundations of knowledge and knowledge sharing

2.2.1 Concept of knowledge

Knowledge is considered a particularly important asset of an organization that exists in two main forms: tacit knowledge and explicit knowledge, Polanyi (1962) The definition of knowledge by Davenport &

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Prusak (1998) fully reflects the aspects of knowledge in all aspects of

human cognition: "Knowledge is a combination of experience, values,

information and understanding to evaluate and draw experience in acquiring new information"

2.2.2 Concept of knowledge sharing

To fit the research context of the thesis, the study views knowledge sharing according to the approach of Lei et al (2021) as a guiding concept:

“Knowledge sharing is the process of exchanging information, knowledge,

skills, know-how and professional experience between individuals to complete tasks and achieve organizational goals”

2.3 Foundation theory

2.3.1 Social Exchange Theory (SET)

SET theory is used to investigate the perceived benefits and costs as well as the impact of organizational fairness and trust on knowledge sharing Knowledge sharing from a social exchange perspective partly provides insights, social dilemmas to enhance individual understanding According to this theory, exchange relationships based on the principle of reciprocity encourage employees to show positive attitudes such as: increasing job satisfaction, promoting voluntary behavior and reducing turnover intention Social exchange theory is based on the principle of performing individual behavior to maximize benefits and minimize costs

2.3.2 Situational Leadership Theory

In 2009, Tannenbaum and Schmidt proposed a model of situational leadership behavior in which, in addition to task-focused and employee-focused behavior, there are intermediate behaviors that managers can consider One of the keys to situational leadership is adaptability A situational leader is someone who can adapt to the current work environment without relying on a specific skill set Instead, they will find ways to shift from one leadership style to another to meet the changing needs of an organization and its employees Leaders have the insight to understand when to change and which leadership strategies are appropriate for each new model

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2.3.3 The upper echelons theory

The upper echelons theory was developed to explain the relationship between organizational performance and managerial characteristics The upper echelons theory is used in human resource management to help recruit new CEOs It is also used to analyze market competition or public companies and to predict future strategic decisions of managers The central premise of the upper echelons theory is that the experience, values, and personality of executives influence the way they solve problems and,

in turn, the choices they make

2.4 Research model and research hypothesis

2.4.1 Mô hình nghiên cứu Research model

Inheriting the achievements of previous researchers, based on the research overview and research gaps, the thesis continues to study the theory of transformational leadership style affecting knowledge sharing of employees in SMEs The author proposes the following research model:

Figure 2.1 Proposed research model

The model includes independent variables, dependent variables and control variables:

- Independent variables: are made up of 4 elements of transformational leadership including: Ideal influence, intellectual stimulation, inspiration and personal concern

Personal attention

Knowledge sharing

Sharing tacit knowledge Sharing explicit knowledge

of each employee, spend time guiding and teaching them, care for them when they are isolated, understand the wishes and thoughts of employees and help them achieve efficiency in their work These arguments support the positive effects of transformational leadership on knowledge sharing Therefore, the following hypotheses need to be put forward:

H1: Ideal influence has a positive impact on employees' tacit knowledge sharing and explicit knowledge sharing

H2: Intellectual stimulation has a positive impact on employees' tacit knowledge sharing and explicit knowledge sharing

H3: Inspiration has a positive impact on employees' tacit knowledge sharing and explicit knowledge sharing

H4: Personal concern has a positive impact on employees' tacit knowledge sharing and explicit knowledge sharing