Organisational culture as an antecedent of knowledge sharing in NGOs

2021 ◽  
pp. 1-13
Author(s):  
Carla Curado ◽  
Paulo Henriques ◽  
Mirian Oliveira ◽  
Rute Martins
Keyword(s):  
Knowledge Sharing ◽  
Organisational Culture

R&D COLLABORATION BETWEEN FIRMS: HARD AND SOFT ANTECEDENTS OF SUPPLIER KNOWLEDGE SHARING

2018 ◽  
Vol 24 (01) ◽  
pp. 2050001
Author(s):  
ROLAND HELM ◽  
MARTIN KLOYER ◽  
CHRISTIN AUST
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Organisational Culture ◽  
Manufacturing Firms ◽  
Surprising Effect ◽  
The Impact ◽  
Empirical Analyses

Manufacturing firms that collaborate with external R&D partners are inevitably confronted with the danger of R&D suppliers deliberately with holding knowledge. Empirical analyses on a set of 104 supplier firms provide results concerning the impact of “soft” determinants of knowledge sharing that have not been investigated to date. In particular, they show that intrinsic motivation and organisational culture are more important than better examined “hard” determinants such as behaviour monitoring and the collaboration perspective. Additionally, we detect a theoretically surprising effect of knowledge sharing on the supplier firm’s success.

scholarly journals Significant factors for enabling knowledge sharing between government agencies within South Africa

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Avain Mannie ◽  
Herman J. Van Niekerk ◽  
Chris M. Adendorff
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Government Agencies ◽  
Balanced Score Card ◽  
Performance Contracts ◽  
Significant Factors

Background: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing efforts on practices to foster the creation, sharing and integration of knowledge.Objectives: This study aimed to validate the significant factors that influence the effectiveness of KM between government agencies in South Africa. The commonly identified pillars of KM in the extant literature served as a primary framework in establishing these factors.Method: Data were gathered using an electronic survey made available to different national government agencies within the security cluster. Responses were analysed using structural equation modelling.Main findings: Existing literature highlighted organisational culture, learning organisation, collaboration, subject matter experts and trust as being determinants for knowledge management. The first two were identified as the most significant factors for knowledge sharing to succeed.Conclusion: Whilst there is universal consent as to the strategic importance of KM, actionable implementation of knowledge sharing initiatives appears to be lacking. This study emphasised the fact that leaders must instil a knowledge sharing culture either through employee performance contracts or methods such as the balanced score card. The study also showed that it is imperative for leaders to acknowledge that KM is a multi-faceted discipline that offers strategic advantages. Leaders of developing countries should note that they are on a developmental journey. This requires their organisations to be learning organisations, which necessitates a change in the organisational culture and knowledge interventions through their academies of learning.

Knowledge Management

2012 ◽  
pp. 64-81 ◽  
Author(s):  
Salman Iqbal ◽  
Hayati Abdul Jalal ◽  
Paul Toulson ◽  
David Tweed
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Random Sampling ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Research Data ◽  
Sampling Techniques ◽  
Organisational Structure ◽  
Perceived Values ◽  
Formal Recognition

Organisational culture plays an important role for enabling the process of knowledge sharing. Organisational culture is not only reflected in the visible aspects of organization such as structure, mission, and objectives, it is also embedded in the behaviour of people. The purpose of this chapter is to close research gaps present in knowledge sharing success by examining the linkages between employees’ knowledge-sharing through collaboration, perceived values of involvement, trustworthiness, and formal recognition. The research data was collected by using simple random sampling techniques from a population of knowledge workers in Malaysian IT organisations. The findings highlight the importance of organisational culture for successful knowledge sharing within organisations. The results of factor analysis show the emergence of four new cultural values extant in the Malaysian context. These values are involvement, trustworthiness, formal recognition, and independence. Successful knowledge sharing is significantly related to the perceived value of involvement, trustworthiness, and formal recognition. This chapter will be beneficial for researchers, practitioners, scholars, and organisations (leaders and employees); it will also be helpful for those interested in organisational structure and relationships across organisations in knowledge contexts.

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2016 ◽  
Vol 6 (1) ◽  
pp. 19-37 ◽  
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2020 ◽  
pp. 533-555
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

2019 ◽  
Vol 26 (6) ◽  
pp. 1443-1472
Author(s):  
Sergio J. Chión ◽  
Vincent Charles ◽  
José Morales
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Process Improvement ◽  
Textile Industry ◽  
Organisational Culture ◽  
Organisational Structure ◽  
Technology Infrastructure ◽  
Content Type ◽  
General Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the mediator role that knowledge sharing plays between organisational culture, organisational structure, and technology infrastructure and process improvement in a knowledge management context in manufacturing enterprises operating in the food, beverage and textile industry. Design/methodology/approach An empirical study is conducted with a sample of 200 food, beverage and textile companies. Data are obtained by means of a survey questionnaire applied to general managers in each of the sample firms. The impact of the factors organisational culture, organisational structure and technology infrastructure on process improvement via knowledge sharing is assessed. Structural equation modelling and maximum likelihood estimation are applied to find the direction and strength of the relationships. Findings The main findings indicate the significant relationships between knowledge sharing and process improvement, between organisational culture and knowledge sharing, and between organisational structure and knowledge sharing. The relationship between technology infrastructure and knowledge sharing is found not to be significant. Research limitations/implications The findings of the present study are limited to the food, beverage and textile industry. Future research could incorporate data from other manufacturing sectors or service companies. Practical implications This study provides practical guidance for general managers who wish to implement process improvement programmes. Originality/value Several authors have noted that there are few research studies concerning the interaction between each phase of knowledge management and total quality management practices. This study is interested in knowledge sharing and its impact on process improvement in a knowledge management context.

Optimisation of knowledge sharing behaviour capability among sales executives: application of SEM and fsQCA

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Bashir Hussain ◽  
Hasliza Hassan ◽  
Ishrat Jahan Synthia
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Management Practice ◽  
Sufficient Conditions ◽  
Well Being ◽  
Organisational Culture ◽  
Outcome Variable ◽  
Future Research ◽  
Content Type ◽  
Longitudinal Data Collection

Purpose This study aims to empirically investigate the effects of supportive, innovative and information technology (IT)-driven organisational culture on the optimisation of knowledge-sharing behaviour capability (KSBC) among sales executives. The authors propose that such effects are mediated by the sense of well-being (SWB) and IT-driven absorptive capacity (ITAC) among sales executives. Design/methodology/approach A conceptual model was developed. Survey data were based on a sample of 323 sales executives of different manufacturing and service-intensive (i.e. business to consumers) firms. The data analyses were conducted by structural equation modelling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) methods. Findings Results from SEM support all the direct relationships. Supportive and innovative organisational culture has a significant and positive influence on the optimisation of KSBC among sales executives, and these effects are mediated by their SWB. Moreover, the ITAC of sales executives mediated the relationships between IT-driven organisational culture and optimisation of KSBC among them. Results from fsQCA with the same data show that ITAC and SWB among sales executives are necessary conditions for the optimisation of KSBC. In addition, ten combinations of these variables were explored, where three sufficient conditions significantly influenced the outcome variable. Research limitations/implications This study is cross-sectional in nature and is conducted among sales executives by combining the data from manufacturing and service-intensive firms. To examine the proposed model, this study can be supplemented by future research using a longitudinal data collection method separately. Practical implications This research shows an effective role to optimise KSBC among sales executives in the field of knowledge management practice literature. Supportive, innovative and harmonious culture, IT-driven communication platform and well-established IT learning plans implemented by the firms can sophisticate to optimise KSBC among sales executives. Originality/value To the best of the authors’ knowledge, this research is a pioneer study conducted to explain the KSBC among sales executives by using mixed methods research. This research discusses the antecedent of knowledge-sharing capability among sales executives from the viewpoint of sales executive’s psychology and identifies the different roles of SWB and ITAC on individual’s KSBC.

scholarly journals An investigation of factors affecting knowledge sharing amongst UK academics

2017 ◽  
Vol 21 (5) ◽  
pp. 1254-1271 ◽  
Author(s):  
Roger Fullwood ◽  
Jennifer Rowley
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Structural Model ◽  
Measurement Model ◽  
Organisational Culture ◽  
Influential Factor ◽  
Individual Factor ◽  
Content Type ◽  
Factors Affecting ◽  
Organisational Factors

Purpose The purpose of this paper is to construct and investigate relationships between knowledge-sharing factors, attitude and the intention to share of UK academics, as research on knowledge sharing in higher education is extremely sparse. Design/methodology/approach A research model and hypotheses were constructed from individual and organisational factors that were identified to affect knowledge sharing. Questionnaire data were obtained from 367 academics concerning their attitude and intention towards knowledge sharing. This was then used in a two-stage structural equation modelling approach where the measurement model was used for confirmatory factor analysis. The structural model was used to measure and test the hypothesised relationships. Findings Findings indicate that, in general, individual beliefs amongst academics were more influential on their knowledge-sharing attitudes than organisational culture. Furthermore, leadership was the most influential factor within the overall organisational culture whereas autonomy demonstrated the weakest relationship. Belief in the possibility of rewards through associations was found to be a highly significant individual factor. The relationship between attitude and intention was relatively weak although still statistically significant. Originality/value The research demonstrates that management should ensure that departmental leaders promote knowledge sharing and that valued rewards are linked to sharing within the department.

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