Relationship among culture of excellence, organisational performance and knowledge sharing: proposed conceptual framework (original) (raw)
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Company Culture, Knowledge Sharing and Organizational Performance. The Employee's Perspective
Knowledge sharing, as a basic prerequisite for knowledge creation, is a dynamic social process characterized by profound human interactions. The process of knowledge sharing can be supported by organizational culture which is a set of values and norms giving identity to each enterprise. As a valuable element of intellectual capital, organizational culture contributes to achieving strategic business goals. The purpose of this article is to explore the impact of organizational culture, and its axiological, and behavioral dimensions, on knowledge sharing and company performance from the employee's perspective. Human resources are the most critical assets for organizational performance. Their utility under the conditions of network organization depends on to a very high degree of the organizational culture that enhances loyalty, commitment and job satisfaction of employees, encourages knowledge sharing, and as a result, improves the overall organizational performance. The article aims at better understanding the relation between organizational culture dimensions and knowledge sharing and company performance from the employee point of view. For this purpose, the authors conducted a study among Polish employees with different roles and experiences across different industries. The data collected during the study has been analyzed using the equal structural modelling method. Introduction During the past forty years, organizational culture has been a subject of growing interest of researchers and practitioners who analyze this phenomenon through the prism of different perspectives. The concept of organizational culture usually refers to the organizational structure which is embedded in values, beliefs, and assumptions that serve as a guide for its members. Each organization is characterized by a specific organizational culture. There are both cultures that contribute to the effective functioning of the company and those that hamper its effectiveness. It is generally acknowledged that organizational culture is an essential factor of organizational performance and a source of sustainable competitive advantage under the conditions of the contemporary economy (Lee and Gaur 2013; Idris, Wahab and Jaapar, 2015). Thanks to the suitably shaped organizational culture the members of a given organization can work in harmony with others to achieve some shared goals. Moreover, organizational culture is more often regarded as one of the basic prerequisites for the generation of innovation that is perceived as a social process (Büschgens, Bausch and Balkin, 2013; Lin, Donough, Lin and Lin, 2013). It may encourage or deter knowledge sharing and learning which are decisive for innovation. For instance, symptoms such as knowledge hoarding, apprehension about failures, and the " not-invented-here " syndrome are hostile to knowledge sharing. In turn, incentives related to knowledge management efforts are crucial in creating a knowledge sharing culture (Sundaresan and Zhang, 2013). The article aims to explore the impact of different dimensions of organizational culture on knowledge sharing and organizational performance. Despite the importance given to the organizational culture as a factor which contributes to company performance and competitiveness, empirical research in this scope is still necessary. Taking it into consideration, the identification of which cultural dimensions are crucial influencers is required to easy recognise fast changes in business environment and have the ability to adapt to them. In opinion of authors, the results of empirical research based on the case of Polish enterprises certainly enriched the existing knowledge on the company culture and its mutual links
SOSYOEKONOMÄ°, 2022
The study aims to test the mediating role of performance and communication perception in the effect of organisational culture on information sharing. In line with this general purpose, it has been tested whether performance and communication perception influence the impact of the organisational culture in which the academics' working in a higher education institution work on their knowledgesharing behaviours. Research data were collected using the knowledge-sharing, communication and performance perception, and organisational culture scales in the 2020-2021 academic year. The research population consists of 1199 academicians. All the academicians were sent an e-mail, 377 questionnaires were returned, and 362 valid questionnaires were obtained. The research data were tested with the structural equation model (SEM). It has been found that the organisational culture of individuals predicts knowledge sharing, and communication-performance perception has a mediating role in the relationship between organisational culture and knowledge sharing. This result revealed that communication and performance perception influence knowledge sharing and act as a mediator in the effect of organisational culture on knowledge sharing.
Organization Theory Review, 2018
The paper aims to test an explanation of how organizational culture affects the relationship between knowledge sharing and organizational performance. It was expected that organizational culture proxies significantly mediate the relationship between knowledge sharing and performance. The study used a quantitative survey method for the collection of data. A sample of 200 respondents was drawn from the higher education institutes (HEIs) situated in Lahore. The findings revealed that a positive relationship exists; except for when the components were tested individually for their role in moderating it, then learning environment became insignificant. The strong impact of interpersonal communication and trust highlights its significance in boosting knowledge sharing in an organization that results in improved performance. This finding helped the authors to draw on future research implications regarding the components of organizational culture.
Journal of Business Research
Knowledge sharing is crucial for attaining a competitive edge in organizations. Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance. Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization. The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.
Knowledge sharing and organisational culture: The hidden moderator for competitive advantage
International Journal of Knowledge Management Studies, 2018
This research assesses how organisations' cultural values moderate employee perceptions of their knowledge sharing capability (KSC) for their perceptions of achieving knowledge sharing success (KSS). Specifically, it seeks to examine how organisational culture (OC) moderates the relationship between employees' KSC and KSS. Hierarchical regression analysis was utilised to analyse survey data of a sample of 270 employees from four Malaysian Information Technology (IT) organisations. Employees who rate themselves high in KSC exhibit higher levels of KSS, when the organisation nourishes high values of expertise and formal collaboration. The relationship between KSC and KSS is weaker when either formal collaboration or expertise is perceived to be lower. This research represents an early work on knowledge sharing that examines how employees' KSC within different cultural value orientations respond to KSS. It discusses implications for human resource management (HRM) practices.
Organizational culture and knowledge sharing: critical success factors
Journal of Knowledge Management, 2007
Purpose-This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing. This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter. Design/methodology/approach-The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors. Findings-The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations. Research limitations/implications-The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation. Originality/value-Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world. These factors define people's beliefs and behaviours, and thus exercise strong influence in the performance of business organizations. This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad.
Cultural Antecedence of Knowledge Sharing and Organizational Performance
International Journal of Management Excellence, 2015
The central issue in this research is how voluntary solidarity and reciprocal interaction improves organizational performance through the support of knowledge sharing culture. The population in this study was private Universities' (PTS) lecturers at Semarang which was selected as group random sample. The data was collected through the questionnaires of 241 respondents. The data was analyzed using structural equation model (SEM) with AMOS 19.00 system. The study shows that (1) the voluntary solidarity gave positive influence on knowledge sharing culture, (2) reciprocal interaction brought positive and significant effect on knowledge sharing culture, (3) voluntary solidarity brought positive and significant effect on the organizational performance, (4) reciprocal interaction dimension had positive and significant effect on organizational performance, (5) knowledge sharing culture brought positive and significant effect on the organizational performance.
Elements of organizational culture leading to business excellence
hrcak.srce.hr
The main aim of this research was to define the development of a conceptual frame to understand the impact of organizational culture on business excellence in medium-sized and large Slovenian enterprises. In our research the focus was on the importance of the role of communication structure, interpersonal relationships, motivation, and stimulation as part of knowledge management among 825 managers working in medium-sized and large Slovenian enterprises. The aim was to find out if these elements lead or contribute to business excellence. To analyse our data we applied analysis of variance as research methods. Our proposed thesis was supported since significant differences in business excellence between enterprises, different in the above mentioned elements. We can conclude that an appropriate communication structure, interpersonal relationships, motivation, stimulation and values as part of organizational culture positively affect business excellence in enterprises.
Communications of the IBIMA, 2011
Although it is generally accepted that only organizations with a commitment to knowledge sharing and organizational excellence will remain competitive, there are an alarmingly low number of public organizations that have been identified as having the basics of excellence in the fourth cycle (2008/2009) of King Abdullah II Award for Excellence in Government Performance and Transparency in Jordan. It is then the aim to perform a study that seeks to investigate the relationship between codification and personalization knowledge sharing strategies on three main pillars of organizational excellence which were adapted by the award. These pillars include: customer focus, results orientation and transparency. Survey method employing a questionnaire as a technique for collecting data was used. The survey involves four selected government organizations who won the award in the fourth cycle (2008/2009) and are familiar with the topic of this study. 500 questionnaires were distributed using the simple random sampling technique yielding to 191 usable responses. The data collected was analyzed using SPSS version 15. To ensure the validity and reliability of the instrument, factor analysis and reliability test were performed. Analysis revealed that there are positive and significant relationships between codification and personalization knowledge sharing strategies and each of the organizational excellence pillars. The results of multiple regression analyses indicated that codification knowledge sharing strategies is a more significant predictor of each organizational pillar than personalization knowledge sharing strategies. The results of this study could encourage public organizations in adopting knowledge sharing strategies to enhance their organizational excellence.
Performance Improvement Quarterly, 2014
The value of knowledge management practices is significantly recognized all over the world. In Pakistan most of the organizations have also realized the growing importance of knowledge management. To examine how much higher education institutes are capable for successful knowledge management practices.structural equation modeling technique is applied. Present study is an endeavor is to examine the contribution of knowledge infrastructure capabilities knowledge process capabilities and knowledge sharing, in organizational effectiveness. Data is collected from faculty members of higher education institutes at the response rate of 64.5%. Questionnaire is adapted because of reliability and vilidity of constructs. Strong mediation is found between knowledge process capabilities and organizational effectiveness.Research limitations and future guidelines are provided in this study.