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This paper aims to talk about the importance of building and sustaining an organizational culture that supports knowledge sharing between all members of the organization.

The paper provides four tips for managers who want to build such a culture within their company, as well as two further tips on how to sustain one that is already built.

Building and sustaining a knowledge-sharing culture in a business organization may take a lot of time and effort on the part of management and employees alike, but it is definitely worth it, as companies can experience low employee-turnover rates and increased profits based on it.

This viewpoint is based on the author’s personal experience within various organizations.

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.

This research aimed at investigating the influence of organisational culture types on tacit knowledge sharing behaviour in Malaysian organisations.

Survey data was collected from 362 participants from seven organisations. Multiple regression was used to assess the research model.

The research findings indicate that organisational culture types influence tacit knowledge sharing behaviour and that such influences may be positive or negative depending on the culture type.

The study only investigated seven organisations. A larger sample size may be necessary for a study of this nature. Aside from this the ipsative rating scale was not clearly understood by the respondents resulting in scoring errors by some.

Knowledge is considered the one and only distinct resource and is crucial for an organisation to sustain its competitive advantage. Determining the organisation's culture type will allow managers to implement, among the myriad knowledge sharing activities, the ones that would be more appropriate and relevant to the organisational culture.

Most of the knowledge in organisations is in tacit form. There is a dearth of literature on the influence of organisational culture types on tacit knowledge sharing behaviour. Aside from theoretical contributions, the findings of this study have the potential to assist organisations to unlock economic value from knowledge embedded in the minds of its employees.

This research excursion through shipping companies in Vietnam sought to investigate whether organizational culture, ethics, and emotional intelligence influence knowledge sharing, which in turn enhances competitive intelligence scanning. This paper aims to discuss the above issue.

In total, 401 responses returned from self-administered structured questionnaires relayed to 635 middle level managers were processed through structural equation modeling approach to test hypotheses.

Knowledge sharing was proved to positively relate to clan, market, or adhocracy culture, ethics of care, and high level of emotional intelligence. Knowledge sharing also shows a positive effect on competitive intelligence scanning.

For competitive intelligence scanning to be effective, knowledge should be shared among organizational members, which necessitates the three building blocks: supportive knowledge sharing culture (clan, market, or adhocracy culture), ethics or care, and heightened emotional intelligence.

This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies ImaginOn, a 15 year-old children’s library and theater for young people in Charlotte, NC.

This research used KM model analysis of qualitative data about tacit-explicit knowledge, intellectual capital (IC) and cognitive modes of collaboration. Both historic documents and primary data (from field study observations, interviews and a questionnaire) were analyzed for informal KM practices. Semi-structured and unstructured interview questions about innovation were used.

This study found evidence of tacit knowledge sharing, the growth of IC and the operationalization of collaboration to promote innovation. Although traditional KM terms were not used by staff, an integrated model framework demonstrates how KM practices promote innovation in planning joint-use facilities.

Although a study of a diverse cultural collaboration rather than two libraries, the KM practices that supported innovation and collaboration in this hybrid, joint-use facility might be applied to libraries. Future KM model research on joint-use organizations could investigate merged businesses, government programs and non-profits.

The library and theater institutions in ImaginOn impact the lives of children and parents in meaningful ways that support community understanding, art, diversity and social interaction.

Research on joint-use libraries began in the 1960s. This case study provides unique model analysis of KM practices in a hybrid, joint-use facility (a library and theater). The innovative success and sustainability of ImaginOn illustrates the application of KM for strategic planning and aligning IC and business assets.

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.

Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

Through an empirical inquiry into manufacturing joint ventures companies in Vietnam setting, this paper aims to examine the relationships among knowledge sharing and its antecedents such as organisational culture, ethics, and human resources localization.

An analysis of data returned from a questionnaire survey among middle level managers in these manufacturing joint ventures companies was conducted via analysis of variance and structural equation modelling.

The study findings display the correspondence between control culture and ethics of justice. Flexibility culture, on the other hand, tends to nurture ethics of care, which in turn positively impact localization of intellectual capital. The influence of intellectual capital localization on knowledge sharing is also discerned.

The study offers insight into the linkage pattern of knowledge sharing and its antecedents, organisational culture, ethics, and human resources localization, in manufacturing joint venture companies in a Vietnam business context.

This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined.

The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis.

Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established.

The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization.

The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture.

The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.

How do knowledge-intensive technology-based offshore information technology service providers (ITSPs) in developing countries sustain their innovation and remain competitive? The purpose of this paper is to answer this question by drawing from the knowledge-based view of firm innovation to argue that organisational collectivism (COLL) plays a crucial role in influencing the effects of knowledge-based capabilities on innovation of ITSPs.

The study develops a model which shows that learning mediates the effects of knowledge sharing on innovation and that COLL moderates the effects of knowledge sharing on both innovation and learning. A moderated-mediation model is tested using structural equation modelling techniques and data (n=388) from a survey of ITSPs in the Philippines.

The results show that knowledge sharing capability is positively related to innovation and that organisational learning capability fully mediates the effects of knowledge sharing on innovation. Moreover, COLL is found to significantly and positively moderate the effects of knowledge sharing on both organisational learning and innovation. The results indicate that organisational learning serves as the mechanism that transforms knowledge into innovation, but this effect is contingent on COLL of ITSPs.

The findings suggest that ITSPs from developing countries can look beyond costly investments in research and development activities to invigorate their innovative capabilities. ITSPs can focus on the development of their intangible assets such as COLL to enhance the effects of knowledge-based resources on innovation for sustaining their competitiveness.

The moderated-mediation analytical approach to assessing the joint effects of knowledge sharing, organisational learning and collectivism on innovation is novel. The significant effects of the moderator suggest that the mediation mechanisms might differ depending on the levels of development of COLL in the organisation.