The influence of culture, organisational structure and motivational constructs on knowledge sharing public sector organisations (original) (raw)
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Why Organisational Culture Drives Knowledge Sharing?
Procedia - Social and Behavioral Sciences
Knowledge management is an important factor that can influence the success of organizational operations. This makes it apparent as well that there is a need to establish knowledge sharing within an organization. This proposed study outlines a planned inquiry towards the investigation of how organizational culture can lead into knowledge sharing behavior, specific to the context of Malaysian organizations. Through the use of semi-structured interviews and empirical evidences from relevant literatures, the author expects to find the relationship between the different components of organizational culture and knowledge sharing behavior.
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.
Antecedents of Knowledge Sharing Behaviour in the Public Sector
Electronic Journal of Knowledge Management, 2021
This qualitative study investigated antecedents of knowledge sharing in the public sector. Basing on the theory of planned behaviour and literature review, three antecedents guided the conceptualization of the study namely; employee attitudes, subjective or social norms and perceived behaviour control. Data from the 19 in-depth interviews were thematically analyzed. Findings revealed that employee attitudes towards knowledge sharing in the public sector were both positive and negative. While the theory of planned behaviour focuses on the attitudes of knowledge givers, it emerged that the knowledge seekers’ attitudes mattered as well. Subjective norms were prevalent in meetings, teams, job rotation as well as in the Communities of Practice (CoP). The finding that Communities of Practice were disconnected in terms of knowledge sharing emerged surprising because we had not envisaged it since previous studies have not investigated it. Perceived behaviour control was modified by scanty o...
Knowledge and Process Management, 2012
This paper presents the findings of research that aimed to compare cultures associated with intra-organisation and extra-organisational knowledge sharing and to investigate whether the concepts of need-to-know culture in each context are related. The research tested the following hypothesis: are organisations that are more open to releasing information to the public through freedom of information (FOI) also better at internal knowledge sharing? This research used the UK local government sector as a context by targeting self-completion questionnaires to FOI practitioners in councils in England. The questionnaire asked FOI practitioners to assess attitudes to knowledge sharing and FOI requests within their organisation, providing attitudinal ratings and illustrative comments. The research found that respondents who thought that their organisation had a stronger knowledge sharing culture also rated the organisation more highly on aspects of FOI culture. This suggests that the different concepts of needto-know culture are related and that it is likely that there are important cultural elements that support both FOI and knowledge sharing. Freedom of information is a subject with considerable implications for both public and private sector organisations internationally. The research is significant in directly investigating the connections between FOI and knowledge management and in comparing the cultural aspects of these practices in the public sector, a topic where there is little existing literature. The findings of this research will have implications for those trying to overcome need-to-know culture within an organisation.
2005
Collaborative research is being undertaken to examine the role that organisational culture plays in determining an individual's attitude towards knowledge sharing, and how these cultures might impact on knowledge sharing behaviour in different organisations. The international scope of one of the project’s provided an opportunity to collect data from organisations spanning national boundaries comprising of various organisational types. Findings from the combined research indicate that it is organisational type rather than national identity that appears to have the most significant impact on knowledge sharing behaviour.
The Relationship between Knowledge Sharing and the National Culture: A Proposed Conceptual Framework
The promotion of knowledge sharing within a firm depends to a large extent on changing employee attitudes and behaviors to make them willing to share their knowledge the most significant challenges are culture, which is viewed as the key inhibitor or enabler to effective information exchange. It is interesting to understand and to explore people's attitudes toward sharing knowledge and to see whether there are significant factors can influence people's attitudes. The main purpose of this study is to understand attitudes of employees toward knowledge sharing and to explore culture influences on knowledge sharing. This research is designed to the understanding of factors that affect the bank employees' knowledge sharing and culture influence on knowledge sharing. The possible contribution of this research is to bridge the gap between what people (employees) know (information and expertise) and what they share. In this research researchers apply an extended theory of reasoned action (TRA) as theoretical framework to test knowledge sharing in the banking sector and to explore whether national culture influences users' perception and knowledge sharing.
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.
The Culture of Sharing Knowledge: The Road to Organizational Success
Journal of Economics, Business and Management, 2013
This article discusses the culture of knowledge sharing as a factor of business success of an engineering company. Based on the key concepts of culture and theories of knowledge in organizations, it aimed to identify the predictors of success of an engineering company and to analyze the culture of knowledge sharing and its impact on organizational growth. After conducting semi-structured interviews with managers and employees, qualitative analyses were performed and the indicators of success were defined, which allowed for an assessment of the knowledge sharing culture and its relevance for the organization's success. The findings indicate that knowledge sharing is part of the organization's culture and represents an important factor for its success. Innovation, training, quality management and the values established from the foundation are key elements that fostered organizational growth.
The impact of organizational culture on knowledge sharing
International Review, 2016
The purpose of this study is to examine the relationship between knowledge management and organizational culture, adopting the view of knowledge. Understanding how different cultural types are associated with specific knowledge management should shed light on how the relationship between organizational culture and knowledge management is manifested in the choices of organizations. For this research, the quantitative research design will be used. A survey questionnaire will be employed in achieving the objectives of this research. Results indicate that successful KM application should go beyond the operational side into social, human and organizational aspects to create individual commitment towards KM implementation. This discussion also emphasizes the importance of the collective knowledge and knowledge network concepts on the organizational level.