The purpose of this paper is to investigate the mediator role that knowledge sharing plays between organisational culture, organisational structure, and technology infrastructure and process improvement in a knowledge management context in manufacturing enterprises operating in the food, beverage and textile industry.
An empirical study is conducted with a sample of 200 food, beverage and textile companies. Data are obtained by means of a survey questionnaire applied to general managers in each of the sample firms. The impact of the factors organisational culture, organisational structure and technology infrastructure on process improvement via knowledge sharing is assessed. Structural equation modelling and maximum likelihood estimation are applied to find the direction and strength of the relationships.
The main findings indicate the significant relationships between knowledge sharing and process improvement, between organisational culture and knowledge sharing, and between organisational structure and knowledge sharing. The relationship between technology infrastructure and knowledge sharing is found not to be significant.
The findings of the present study are limited to the food, beverage and textile industry. Future research could incorporate data from other manufacturing sectors or service companies.
This study provides practical guidance for general managers who wish to implement process improvement programmes.
Several authors have noted that there are few research studies concerning the interaction between each phase of knowledge management and total quality management practices. This study is interested in knowledge sharing and its impact on process improvement in a knowledge management context.
The authors would like to thank the editor in chief and the anonymous reviewers for very helpful comments on the previous draft of this manuscript.
Chión, S.J., Charles, V. and Morales, J. (2020), "The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing", Business Process Management Journal, Vol. 26 No. 6, pp. 1443-1472. https://doi.org/10.1108/BPMJ-10-2018-0279
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