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Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.

We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.

Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.

While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

The COVID-19 pandemic showed that public bodies need to develop their services in an innovative way. However, as a result of numerous difficulties and barriers, employees in such agencies are hesitant to innovate. Knowledge sharing and an innovative culture are factors that can help raise innovation. However, empirical evidence is inadequate to demonstrate this claim, especially in the government sector. Thus, the aim of this study is to conduct an empirical analysis to study the impact of knowledge sharing and innovative culture on the service innovation of the United Arab Emirates’ (UAE's) government agencies.

The data were obtained from government institutions in the UAE. The analyses were based on 193 responses retrieved from a survey questionnaire sent to 221 government agencies. The authors used structural equation modelling (SEM) and statistical package for the social sciences (SPSS) to test the proposed hypotheses and do a preliminary study analysis.

The findings indicate that knowledge sharing has a significant and positive effect on service innovation. The innovative culture also moderates the relationship between knowledge sharing and service innovation.

These results provide information that is useful to decision-makers and managers in government agencies by emphasising the importance of effective knowledge sharing and innovative culture in improving service innovation in these entities. These relationships amongst knowledge sharing, innovative culture and service innovation may provide a clue regarding how government agencies can promote knowledge sharing and innovative culture to sustain their innovation performance.

Private-sector organisations are concerned about factors that enhance innovative activities as one of the factors of development, improvement and enhancement of competitive advantage. However, in government, especially in the UAE, research into the role played by innovation remains uncommon, particularly in the role of knowledge sharing and innovative culture in building service innovation. Because of this, it was important to do research on this topic to close the gap and provide evidence to back it up.

The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning.

This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach.

This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning.

The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones.

This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning.

This research provides insights into the factors supporting organizational learning.

The purpose of this paper is to look at organizational culture and knowledge sharing, and to explore how a leader fosters a culture of knowledge sharing in an information organization.

The literature survey is used. It indicates that little is known about how to foster a culture of knowledge sharing from a leadership perspective in an information organization.

This study finds that the main approaches that a leader need to use to foster a culture of knowledge sharing are to set the mission, short-term, middle-term and long-term goals and objectives of fostering a culture of knowledge sharing, master as many leadership styles as possible, adjust and choose a leadership style that is appropriate to fostering a culture of knowledge sharing in a given situation, lead by example, develop messaging, make a communication plan, reward and recognize knowledge-sharing behaviors and make knowledge management fun.

The limitation is that this study is solely focused on the literature survey and opinions.

This paper provides a useful overview of the approaches used to foster a culture of knowledge sharing in an information organization.

The views, approaches and suggestions will be useful and valuable to improve the success of knowledge sharing in information organizations in the digital age.

The purpose of this paper is to clarify the role of organizational culture and rewards in stimulating the sharing and gaining of knowledge.

Hierarchical regression using survey data.

The analyses show that rewards and organizational culture of knowledge transfer influence the knowledge shared and knowledge gained. Moreover, culture and rewards interact to influence knowledge gained, but not knowledge shared which leads to the conclusion knowledge gaining can be induced by rewards, even in the absence of a supportive culture.

The findings are consistent with socio-technical theory (STT) and the discussion positions this perspective as useful for future knowledge management studies. This research confirms that knowledge sharing and gaining are uniquely different activities that respond differently to culture and rewards.

This study combines the work of different fields by focusing on knowledge sharing and gaining in a single study. Through this process, a bridge between organizational learning theory and STT is revealed.

The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a knowledge-sharing culture. Furthermore, the paper addresses the mechanisms through which these supportive organizational cultures work to enable employees to engage in ambidextrous behaviour. Specifically, the role of intrinsic motivation is investigated.

Data were obtained from 136 managers employed in the five main Belgian service sectors.

The findings indicate that a perceived culture of empowerment is positively related to intrinsic motivation, which in turn facilitates employee ambidexterity. Also, a moderating effect of extrinsic motivation on employee ambidextrous behaviour is found. At the same time, a perceived knowledge-sharing culture is having no effect on ambidexterity or intrinsic motivation.

Insights into the roles of individuals in achieving ambidexterity help to advance the theoretical understanding of how a supportive organizational context may enhance employee ambidexterity.

Despite the growing body of research on antecedents of ambidexterity, there is still lack of thorough understanding of how a supportive organizational context may enhance employee ambidexterity and the roles of individuals in achieving ambidexterity. This is one of the first studies that investigate these factors in relation to individual level ambidexterity (as opposed to organization level ambidexterity).

The purpose of this study is to investigate the role of organizational learning culture as an enabler of knowledge-sharing behaviours and workplace spirituality. A model is proposed to examine the mediating role of knowledge-sharing behaviours between organizational learning culture and workplace spirituality.

Employees from various Thai industries participated in the study, and structural equation modelling was used to test hypothesized relationships.

Results suggest a positive relationship between organizational learning culture and workplace spirituality, partially mediated by knowledge-sharing behaviours.

The study was limited to Thailand, and is a cross-sectional design. Further investigation into the causality of relationships and cultural disparities is needed.

Friendly learning environments enable both knowledge sharing and change organization members’ views regarding learning and performance improvements for organizational sustainability.

This paper bridges a gap between theory and practice concerning the outcomes of organizational learning and factors that lead to workplace spirituality.

The purpose of this study is to investigate organizational culture’s perceived importance and practice as it unfolds across hierarchal layers of a formalized organization. Organizational culture is important in innovation and change and becomes significant if its importance and practice are shared across all levels of an organization. Highly formalized organizations are not an exception to this. Yet, there is a shortage of empirical evidence on how the organizational culture’s perceived importance and practice unfold across the senior-management, middle-management and operational levels of a formalized organization.

Applying a theoretical frame incorporating information asymmetry, knowledge sharing and cultural participation, this paper examined three important facets of culture, namely, trust, collaboration and knowledge-sharing. Using a Jordanian bank’s case study, this paper collected data using a mixed-methods approach; quantitative to identify variations across levels and, subsequently, qualitative to explore the nuanced patterns in the perceived importance and practice of the three facets across different organizational levels in the context of a formalized organization.

The findings suggest that the importance and practice of the three cultural facets are shared, as well as differentiated across organizational levels based on purposiveness, person/situation-dependency and nature of work and nature/relevance of knowledge.

Using a multi-level lens provided insight not yet gained by current work in the field. This allowed us to unearth nuanced differences in the perception of organizational culture across organizational hierarchies. The paper contributes to the scholarship on organizational culture in the context of formalized organizations and to managerial practice by offering insights on how a shared practice of trust, collaboration and knowledge sharing is distributed across organizational levels, not captured before. This paper also suggests propositions related to each of three cultural facets, not spelled out before.

Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.

Adult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.

The concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.

This study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.

A model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.

Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward knowledge sharing. While each strategy directly influences employees to respond accordingly, the interplay between the incongruent objectives of these two strategies could lead to social dilemmas in knowledge sharing. This study aims to understand social dilemmas in knowledge sharing due to the interaction between knowledge sharing culture and performance climate.

An experimental study using the vignette technique was performed on 240 working adults. ANOVA was conducted to examine the interplay effect between knowledge sharing culture and performance climate on knowledge sharing intention.

Results showed that performance climate moderates the effect of knowledge sharing culture on employees’ knowledge sharing intention. The findings highlight the importance of having goal congruence between knowledge sharing culture and performance climate to minimize the social dilemmas in knowledge sharing.

This study develops a moderation model based on the theory of social dilemma to investigate the interaction between knowledge sharing culture and performance climate and enhance the theoretical validity and exactness of the knowledge sharing literature. The findings from this study provide theoretical insights and practical implications for social dilemmas in knowledge sharing, as well as the foundation for continuous research into knowledge sharing and people management practices that may have a strong influence on employees’ knowledge sharing behavior, attitude and performance.