Knowledge Sharing and Organizational Culture

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

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Knowledge Sharing in Catholic Organizations

International Journal of Knowledge Management ◽

10.4018/ijkm.2021070103 ◽

2021 ◽

Vol 17 (3) ◽

pp. 31-49

Author(s):

Carla Curado ◽

João Graça ◽

Mírian Oliveira ◽

Alexandra Fernandes

Keyword(s):

Organizational Culture ◽

Comparative Analysis ◽

Knowledge Sharing ◽

Sense Of Community ◽

Fuzzy Set ◽

Qualitative Comparative Analysis ◽

Culture Theory ◽

Norms And Values ◽

Organizational Culture Theory ◽

Catholic Organizations

This study examines knowledge sharing in Catholic organizations. The authors adopt Schein's organizational culture theory that facilitates, or inhibits, knowledge sharing in organizations. Thus, they address the phenomenon at the three levels: the artifacts, the norms and values, and the underlying assumptions. Considering the chosen settings, they study the contributions of individuals having taken vows, the organizational rituals, the significance, and the sense of community perceived by the organizational members. Data were gathered using a survey and were analyzed by using a fuzzy-set qualitative comparative analysis. The study provides the causal configurations of conditions that lead to tacit, explicit, and total knowledge sharing. They also offer the causal configurations of conditions that lead to the absence of each kind of knowledge sharing. Given that the qualitative results cannot be generalized, the study can still be replicated in organizations without restrictions.

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Organizational Culture, Knowledge Sharing, and Intellectual Capital: Directions for Future Research

International Journal of Business and Economics Research ◽

10.11648/j.ijber.20200901.12 ◽

2020 ◽

Vol 9 (1) ◽

pp. 11

Author(s):

Mujid Marwan Attar

Keyword(s):

Organizational Culture ◽

Knowledge Sharing ◽

Intellectual Capital ◽

Future Research

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Organizational Culture, Transformational Leadership and the Impact on Knowledge Sharing in Selected Research Organization

Proceedings of the 1st International Conference on Economics Engineering and Social Science, InCEESS 2020, 17-18 July, Bekasi, Indonesia ◽

10.4108/eai.17-7-2020.2302998 ◽

2021 ◽

Author(s):

Angga Pratama ◽

Rahmi Syamsuddin ◽

Jublina Oktora ◽

Denok Sunarsi

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Knowledge Sharing ◽

Research Organization ◽

The Impact

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Organizational Culture and Knowledge Sharing Questionnaire

PsycTESTS Dataset ◽

10.1037/t33023-000 ◽

2012 ◽

Author(s):

Zhen Shao ◽

Yuqiang Feng ◽

Luning Liu

Keyword(s):

Organizational Culture ◽

Knowledge Sharing

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Blurred Lines between Competitive Intelligence and Corporate Espionage

Corporate Espionage, Geopolitics, and Diplomacy Issues in International Business - Advances in Finance, Accounting, and Economics ◽

10.4018/978-1-5225-1031-4.ch001 ◽

2017 ◽

pp. 1-12

Author(s):

Harish C. Chandan

Keyword(s):

Emotional Intelligence ◽

Organizational Culture ◽

Knowledge Management ◽

Knowledge Sharing ◽

Competitive Intelligence ◽

Competitive Position ◽

Competitive Edge ◽

Weakest Link ◽

Business Conditions ◽

Globalized World

In today's globalized world, gathering Competitive Intelligence (CI) and using it strategically to gain a competitive edge has become a necessity. Integrating knowledge management and CI helps firms to respond quickly to changing business conditions. Organizational culture, ethics, and emotional intelligence influence knowledge sharing which enhances CI scanning. Employees, knowingly or unknowingly, can become the weakest link in a firm's efforts to protect business intelligence. There is reluctance in the organizations to address the issues of ethical and legal means to gather CI. Corporate espionage is a silent, enigmatic threat to the competitive position of firms and nations. Annual losses to corporate espionage are estimated to be US$300 Billion. A 3-step strategy of prevention, detection, and remediation helps to combat corporate espionage.

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Impact of Organizational Culture on Knowledge Management in Higher Education

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch418 ◽

2010 ◽

pp. 1264-1292 ◽

Cited By ~ 2

Author(s):

Roberto Biloslavo ◽

Mojca Prevodnik

Keyword(s):

Higher Education ◽

Organizational Culture ◽

Knowledge Management ◽

Knowledge Sharing ◽

Social Process ◽

Competing Values Framework ◽

Knowledge Generation ◽

Competing Values ◽

Iterative Processes ◽

Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

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