The nexus between organisational culture and knowledge sharing in a government department in Botswana
International Journal of Public Sector Management
Article publication date: 9 February 2021
Issue publication date: 15 February 2021
Due to its complex nature and influence, an inappropriate organisational culture can be a strong impediment to effective knowledge sharing in an organisation, yet a suitable culture enhances organisational effectiveness. The aim of this study was to elucidate the role of organisational culture in facilitating knowledge sharing in a selected government ministry in Botswana. The role of people, collaboration, trust and rewards was explored to explicate their influence on knowledge sharing.
A descriptive survey design was adopted in which a questionnaire was administered to 127 respondents who were sampled from a population of 431 employees of the ministry based at the head office in Gaborone, with 97 questionnaires successfully completed and returned culminating in a 76.4% response rate.
The findings of the study exposed a significant and positive correlation between organisational culture and knowledge sharing in the government ministry covered in the study, although incidents of ineffective knowledge sharing were detected. Out of the four elements of organisational culture that were examined (people, collaboration, trust and rewards), the correlation analysis revealed a significant and positive relationship between the independent variables and the dependent variable in three of the four independent variables under study.
The study identified gaps in managing knowledge and proposed suitable measures which can add value to knowledge-sharing practices within the selected ministry and elsewhere. The findings of the study are critical as they enable the management at the ministry to develop capabilities for improving knowledge-sharing practices.
Osupile, K. and Makambe, U. (2021), "The nexus between organisational culture and knowledge sharing in a government department in Botswana", International Journal of Public Sector Management, Vol. 34 No. 2, pp. 118-136. https://doi.org/10.1108/IJPSM-06-2020-0149
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