scholarly journals The Impact of National Culture on Knowledge Sharing: the moderate role of Organizational Culture

2022 ◽  
Vol 0 (0) ◽  
pp. 0-0
Author(s):  
صالح الثنیان ◽  
أریج العریفی
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
National Culture ◽  
The Impact

Impact of linguistic ostracism on knowledge sharing, hiding and hoarding and the moderating role of cultural intelligence

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Jamal Albana ◽  
Mehmet Yeşiltaş
Keyword(s):  
Knowledge Sharing ◽  
Cultural Intelligence ◽  
Causal Link ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Hoarding ◽  
Knowledge Hiding ◽  
The Impact ◽  
Moderating Role

PurposeDrawing on the theory of belongingness, this study scrutinizes the impact of linguistic ostracism on knowledge sharing, knowledge hiding and knowledge hoarding and the moderating role of cultural intelligence (CQ) in a diverse and multi-cultural work setting.Design/methodology/approachA two-phase sampling of judgmental and random sampling techniques was used to recruit local and foreign workers in the Jordanian service industry. The present study empirically analyzes the sample of 394 employees' responses by applying variance-based structural equation modeling (VB-SEM).FindingsVB-SEM results indicate that linguistic ostracism lessens knowledge sharing behavior and heightens knowledge hiding and hoarding. CQ moderates two of the said associations, specifically by buffering the causal link between linguistic ostracism and knowledge hiding, as well as linguistic ostracism and knowledge hoarding. Consequently, CQ did not moderate the causal link between linguistic ostracism and knowledge sharing.Practical implicationsThe study's findings can help managers and decision-makers in such workplaces better understand the deleterious effects of linguistic ostracism and how CQ functions as a buffer. The study concludes with theoretical and managerial implications.Originality/valueVery few investigations have been conducted to determine the consequences of linguistic ostracism in today's multi-cultural and diverse work environment. This paper is among the first to unveil the association of linguistic ostracism and CQ with various knowledge management (KM) concepts.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

scholarly journals Role of Transformational Leadership in Effective Strategic Implementation with the Moderating Effect of Organizational Culture

2017 ◽  
Vol 3 (2) ◽  
pp. 253-262
Author(s):  
Onuma Suphattanakul
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Quantitative Methods ◽  
Pearson Correlation ◽  
Statistical Tool ◽  
Management Leadership ◽  
Strategic Implementation ◽  
The Impact

Purpose: This study evaluates the role of transformational leadership in effective strategic implementation. The purposes of this study are; first, to examine the degree of transformational leadership of administrative officials; second, to assess the degree of effective strategic implementation; third, to investigate the impact of transformational leadership on effective strategic implementation. Finally, this study examines the roles of organizational culture as a moderator of the association between transformational leadership and effective strategic implementation. Methodology: This study uses the case study of municipalities in Trang Province in Thailand. This research employs quantitative methods. The questionnaires are collected from administrative officials of municipalities in Trang Province. Descriptive statistics are used to analyse the data. This study uses Pearson correlation analysis to achieve the associations between two variables. In addition, regression analysis is applied as a suitable statistical tool to test the hypotheses. Implication: This study combined the framework of strategic management, leadership, and organizational culture for testing the conceptual model. The study is particularly useful for improving the roles of administrative officials in order to achieve effective strategic in municipalities.

scholarly journals The impact of organizational culture on business operations in the Republic of Srpska and Serbia

2017 ◽  
Vol 6 (12) ◽  
Author(s):  
Svetlana Vukotić ◽  
Mirjana Čeko ◽  
Dragana Gaćinović
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Empirical Studies ◽  
Theoretical Framework ◽  
Business Operations ◽  
The Republic ◽  
The Impact

This paper primarily provides relevant theoretical framework forexplaining the phenomenon of organizational culture, but also itanalyzes its impact on the business of an enterprise/company andworking atmosphere that occurs as a result of the impact of the organizationalclimate of a given company. Empirical studies on thissubject have been carried out in Serbia and the Republic of Srpska,which allowed us to compare the implementation and the impact ofthe organizational culture in these areas. In an integral part of thesestudies were included: types of organizational culture, the influenceof national culture on organizational culture and determination ofthe level of development of the same, all in order to improve businessoperations in Serbia and the Republic of Srpska.

scholarly journals National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia

2017 ◽  
Vol 6 (2) ◽  
pp. 319-344
Author(s):  
Unggul Purwohedi
Keyword(s):  
Organizational Culture ◽  
Performance Evaluation ◽  
National Culture ◽  
Evaluation Process ◽  
Objective Evaluation ◽  
Trust Building ◽  
Local Staff ◽  
Mnc Subsidiary ◽  
The Impact ◽  
The Relationship

The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC) in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance evaluation through transparent and objective evaluation increases trust in the supervisor. On the other hand, informal performance evaluation tends to decrease trustful behaviour due to secrecy in the evaluation process.  It appears that Indonesian national culture does influence organizational culture preference in the local staff. Individuals share national culture as a result of values developed from family, religion, education, and experience.DOI: 10.15408/sjie.v6i2.4733 

scholarly journals Peran Kepala Sekolah Dalam Mengembangkan Mutu Budaya Organisasi

2018 ◽  
Vol 2 (2) ◽  
pp. 407
Author(s):  
ZM Abid Mohammady
Keyword(s):  
Organizational Culture ◽  
Field Research ◽  
Education Institution ◽  
Quality Of Education ◽  
A Value ◽  
Qualitative Descriptive ◽  
The Impact

Abstract: In the context of Indonesia, the quality of education seems to be something taboo to talk about, however, according to researchers the quality of education in Indonesia is very apprehensive. It is necessary for the role of headmaster and special efforts in developing a quality education institution through organizational culture as a value system that is understood, imbued, run jointly by members of the organization as a system of meaning or guidance for the organizers. This study aims to describe the three roles and impacts role of the headmaster role in developing the quality of organizational culture, they are: (1) the role of the headmaster as a manager; (2) the role of the headmaster as the educator; (3) the role of the headmaster as the supervisor; 4) The impact of the headmaster's role in developing the quality of organizational culture quality at SDMT Ponorogo. This research is categorized into a field research with qualitative descriptive approach and the research design was case study. The setting of study was at SDMT Ponorogo.  The findings showed that (1). The role of headmaster as manager encompasses conducting internal and external analysis, internalizing the Islamic value that is kemuhamadiyahan value. (2). The role of the headmaster as an educator includes involving educators in upgrading, workshops or training in order to provide opportunities for educators to improve their knowledge and skills by learning to the higher education, conducting cadre to members of organizational culture and creating jargon to motivate members of organizational culture. (3). The role of the headmaster as a supervisor comprises overseeing and Evaluating the performance and achievement of members of organizational culture, conducting weekly, monthly and semester meetings, monitoring achievements of educators and learners. (4) The impact of the school headmaster's role in developing the quality of organizational culture is organizational culture climate becomes harmonious and schools achieve more attainments.Abstrak: Dalam konteks Indonesia, mutu pendidikan seolah-olah menjadi barang yang tabu untuk diperbicangkan, dalam konteks tersebut kualitas pendidikan di Indonesia sangat memperihatinkan. Untuk itu diperlukan peran kepala sekolah dan Upaya khusus dalam mengembangkan sebuah mutu lembaga pendidikan melalui budaya organisasi sebagai sistem nilai yang dipahami, dijiwai, dijalankan secara bersama oleh anggota organisasi sebagai sistem makna atau pedoman bagi pelaku organisasi. Penelitian ini bertujuan untuk mendeskripsikan dan menjelaskan tiga peran serta dampak peran  kepala sekolah dalam mengembangkan mutu budaya organisasi, yaitu: (1) Peran kepala sekolah sebagai Manajer, (2) Peran kepala sekolah sebagai Educator, (3) Peran kepala sekolah sebagai supervisor, dan (4) Dampak peran kepala sekolah dalam mengembangkan mutu budaya organisasi di SDMT Ponorogo. Dengan menghasilkan temuan: (1).Peran kepala sekolah sebagai manajer diantaranya: melakukan analisis internal dan eksternal, menginternalisasi nilai keislaman yaitu nilai kemuhammadiahan. (2). Peran kepala sekolah sebagai educator diantaranya: mengikut sertakan pendidik dalam penataran, workshop atau pelatihan memberikan kesempatan kepada pendidik untuk meningkatkan pengetahuan dan keterampilannya dengan belajar ke jenjang pendidikan yang lebih tinggi, melakukan pengkaderan kepada anggota budaya organisasi. membuat jargon-jargon untuk memotivasi anggota budaya organisasi. (3). Peran kepala sekolah sebagai supervisor diantarnya: mengawasi dan mengevaluasi kinerja dan pencapaian anggota budaya organisasi, mengadakan rapat setiap, minggu, bulan dan semester, memantau prestasi pendidik dan peserta didik. (4) Dampak peran kepala sekolah dalam mengembangkan mutu budaya organisasi diantaranya: iklim budaya organisasi menjadi harmonis, sekolah menjadi lebih berprestasi.

The Impact of Top Leaders’ Personalities: The Processes Through Which Organizations Become Reflections of Their Leaders

2018 ◽  
Vol 27 (4) ◽  
pp. 241-248 ◽  
Author(s):  
Shaul Oreg ◽  
Yair Berson
Keyword(s):  
Organizational Culture ◽  
Financial Performance ◽  
Empirical Evidence ◽  
Organizational Outcomes ◽  
Senior Leaders ◽  
Mediating Role ◽  
Ancient Times ◽  
The Impact ◽  
Culture And Climate

The fascination with leaders and their impacts can be traced to ancient times and continues to this day. Organizations are often viewed as reflections of their leaders’ personalities, yet empirical evidence for this assumption has begun to amass only recently. In this article, we review this literature and trace findings about leaders’ personality traits, values, and motives and about the mechanisms through which these are manifested in their organizations. We specifically elaborate on research linking senior leaders’ values to organizational outcomes (e.g., financial performance, schoolchildren’s values) and demonstrate the mediating role of the organizational culture and climate.

The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Son Thanh Than ◽  
Phong Ba Le ◽  
Thanh Trung Le
Keyword(s):  
Knowledge Sharing ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation. Design/methodology/approach The paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms. Findings The findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation. Research limitations/implications Future research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them. Originality/value The paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

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