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Article
Publication date: 28 June 2022

Keith Yong Ngee Ng

Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 24 March 2021

Dana Alshwayat, Jason Alexander MacVaugh and Hammad Akbar

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 25 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 February 2021

Kakale Osupile and Ushe Makambe

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Public Sector Management, vol. 34 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 25 September 2019

Zhixian Yi

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…

1076

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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

Originality/value

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

Details

Library Management, vol. 40 no. 8/9
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 4 February 2014

Serdar Durmusoglu, Mark Jacobs, Dilek Zamantili Nayir, Shaista Khilji and Xiaoyun Wang

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

2431

Abstract

Purpose

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

Design/methodology/approach

Hierarchical regression using survey data.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 18 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 6 August 2019

Abdul Rohim and I Gede Sujana Budhiasa

The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by…

2711

Abstract

Purpose

The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government.

Design/methodology/approach

The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division.

Findings

Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing.

Originality/value

This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).

Details

Journal of Management Development, vol. 38 no. 7
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 August 2003

Catherine E. Connelly and E. Kevin Kelloway

This study investigated whether organizational factors such as employees’ perceptions of management’s support for knowledge sharing, their perceptions of the…

10951

Abstract

This study investigated whether organizational factors such as employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, the organization’s size, and the organization’s available knowledge sharing technology, as well as whether individual factors such as age, gender, and organizational tenure had a significant impact on employees’ perceptions of a knowledge sharing culture. New measures to assess employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, and the perceived knowledge sharing culture were developed. We found that perceptions of management’s support for knowledge sharing, and perceptions of a positive social interaction culture were both significant predictors of a perceived knowledge sharing culture. In addition, gender was a significant moderator: female participants required a more positive social interaction culture before they would perceive a knowledge sharing culture as positive as that perceived by their male counterparts.

Details

Leadership & Organization Development Journal, vol. 24 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 10 July 2017

Shu-Mei Tseng

In light of the important roles of organizational culture and leadership style in IT-adoption intention and knowledge-sharing intention, the purpose of this paper is to…

2356

Abstract

Purpose

In light of the important roles of organizational culture and leadership style in IT-adoption intention and knowledge-sharing intention, the purpose of this paper is to investigate the relationships among IT involvement, IT-adoption intention, and knowledge-sharing intention, as well as the moderating effects of organizational culture and leadership style on IT-adoption intention and knowledge-sharing intention.

Design/methodology/approach

This study begins with a literature review followed by the use of a questionnaire method and statistical analytical techniques (hierarchical regression analysis) to investigate the relationships among IT involvement, IT-adoption intention, knowledge-sharing intention, organizational culture, and leadership style.

Findings

The result showed that IT involvement has a significant and positive influence on IT-adoption intention, which further affects the knowledge-sharing intention. Moreover, organizational culture and leadership style have moderating effects on the IT adoption and knowledge-sharing intention.

Research limitations/implications

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply random sampling method to collect more responses and increase the generalizability of the findings.

Practical implications

This research suggests that organizations which adopt servant leadership or charismatic leadership, as well as organizations with clan or hierarchy cultures should work on enhancing staff’s knowledge-sharing intention by first raising their IT-adoption intention.

Originality/value

If an enterprise would like to encourage its staff to be more proactive at adopting IT and more willing to share knowledge, then it should first examine its current leadership style and organizational culture in order to propose concrete and effective methods to achieve this, and at the same time, this can help stimulate organizational learning and generate new ideas and knowledge.

Details

Journal of Enterprise Information Management, vol. 30 no. 4
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 16 March 2012

Kowta Sita Nirmala Kumaraswamy and C.M. Chitale

The main purpose of the paper is to assess and suggest the ways and means to enhance a collaborative knowledge sharing culture in academic institutions, with special…

5444

Abstract

Purpose

The main purpose of the paper is to assess and suggest the ways and means to enhance a collaborative knowledge sharing culture in academic institutions, with special reference to information technology (IT)‐related education in the Management Faculty of the University of Pune.

Design/methodology/approach

The research is descriptive and empirical in nature because the primary data were collected using the survey method through fact finding techniques such as questionnaire and interview. The main purpose of this research is to obtain information concerning the current status of the phenomena to describe “what exists” with respect to variables or conditions in a situation.

Findings

The sustainability of any industry is closely linked to the manpower talent made available by the academic institutions. Therefore in order to service the needs of the industry in tune with rapidly changing trends, academic institutions have to implement innovative learning systems and be able to match up to the expectations of the industry for knowledge support. Collaborative knowledge sharing links the learning and knowledge processes to enhance organizational learning. The knowledge grows more with communication, sharing of ideas and transfer of knowledge through face‐to‐face communication, discussions, faculty development programs, industry‐institute interactions. Academic institutions should align their human resource strategies, practices and processes in such a way that collaborative knowledge sharing becomes a part of the work culture and overcome the barriers to knowledge sharing. There is need to develop systems that can recognize and reward the efforts of employees who share their knowledge. This can empower collaborative knowledge sharing culture in an academic institute.

Research limitations/implications

In the same context as the practical implications of the paper, it is also appropriate and important to study further how, and to what extent collaborative knowledge improves the performance of the academic institutes. Also, the impact of collaborative knowledge sharing on the quality of higher education.

Practical implications

The recommendations in this paper focus on factors influencing collaborative knowledge sharing culture and also the practices of collaborative knowledge sharing to enhance organizational learning in an academic institute.

Originality/value

This paper contributes original empirical data on the collaborative knowledge sharing strategy to enhance organizational learning.

Details

Journal of Management Development, vol. 31 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 4 January 2021

Ashari Halisah, Sharmila Jayasingam, Thurasamy Ramayah and Simona Popa

Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward…

1355

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 25 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

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