Impact of transformational leadership on knowledge transfer, and subsequent knowledge transfer stages during post-merger integration

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dc.contributor.advisor Fourie, Alicia
dc.contributor.postgraduate Makaza, Aaron Rewayi
dc.date.accessioned 2025-03-25T08:14:31Z
dc.date.available 2025-03-25T08:14:31Z
dc.date.created 2025-05-05
dc.date.issued 2024-11
dc.description Mini Dissertation (MPhil (International Business))--University of Pretoria, 2024. en_US
dc.description.abstract Merger and acquisition (M&A) activities have consistently served as a source of growth and a strategy through which organizations attain competitive advantage. The integration process following an acquisition, which involves the design, planning, and execution of merging multiple organizations into one entity, is significantly influenced by the leadership style and methodologies employed. Managing this transition presents challenges and requires a careful balance of various cultural, procedural, and management systems for the senior executives and managers responsible for this task. Transformational Leadership style through its multidimensional behaviours has been known to be effective in many organisational change scenarios and is essential for effectively managing and leading during post-merger integrations. The ability to transfer knowledge-based assets particularly with cross boarder acquisition remains a key driver for business growth objectives and source of competitive advantage The speed and efficacy of the knowledge transfer process are critical for securing competitive advantage while maintaining organizational efficiency. This study examined the impact of transformational leadership on the knowledge inflow stage of the transfer process and the mechanisms facilitating knowledge flow through the stages of inflow, sharing, absorption, and retention. The strength and significance of the relationship between transformational leadership and knowledge transfer were tested using partial least squares structural equation modelling (PLS SEM). The findings indicate that individualized considerations of behaviours facilitate the knowledge transfer process. Furthermore, the knowledge transfer stage progresses sequentially through inflow, sharing, absorption, and retention. This study enhances the literature on transformational leadership by clarifying the mechanism of knowledge transfer during post-merger integration. en_US
dc.description.availability Unrestricted en_US
dc.description.degree MPhil (International Business) en_US
dc.description.department Gordon Institute of Business Science (GIBS) en_US
dc.description.faculty Gordon Institute of Business Science (GIBS) en_US
dc.description.sdg SDG-08:Decent work and economic growth en_US
dc.description.sdg SDG-09: Industry, innovation and infrastructure en_US
dc.description.sdg SDG-17:Partnerships for the goals en_US
dc.identifier.citation * en_US
dc.identifier.other A2025 en_US
dc.identifier.uri http://hdl.handle.net/2263/101686
dc.language.iso en en_US
dc.publisher University of Pretoria
dc.rights © 2024 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria.
dc.subject UCTD en_US
dc.subject Mergers and Acquisitions en_US
dc.subject Transformational Leadership en_US
dc.subject Knowledge Transfer en_US
dc.subject Post-Merger Integration en_US
dc.title Impact of transformational leadership on knowledge transfer, and subsequent knowledge transfer stages during post-merger integration en_US
dc.type Mini Dissertation en_US


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