Transactional Leadership, Organizational Culture, and Knowledge-Sharing Behavior in Vietnamese Academic Libraries

This research examines how transactional leadership and organizational culture relate to knowledge-sharing behavior among librarians in Vietnamese academic libraries. Drawing on the competing values framework, the study develops an integrated model in which leadership and culture impact knowledge-sharing behavior. Data were collected from 420 librarians working in Vietnamese academic libraries. Confirmatory factor analysis and regression analysis were used to assess the measurement model and the proposed relationships among transactional leadership, organizational culture, and knowledge-sharing behavior. The findings indicate that organizational culture is a central driver of knowledge sharing. In particular, adhocracy and clan cultures show the strongest positive relationships with knowledge-sharing behavior, market culture has a more moderate effect, and hierarchy culture is not a significant predictor. Taken together, the study suggests that knowledge sharing in Vietnamese academic libraries depends not only on formal leadership control but also on cultural conditions, value alignment, and employees’ ability to preserve personal resources while performing knowledge-intensive library work.