Organizational culture, structure, technology infrastructure and knowledge sharing

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 67-88 ◽  
Author(s):  
Md Zahidul Islam ◽  
Sajjid M. Jasimuddin ◽  
Ikramul Hasan
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Quantitative Research ◽  
Statistical Power ◽  
Work Place ◽  
Management Support ◽  
Technology Infrastructure ◽  
Content Type

Purpose – This paper aims to examine how organizational culture, structure and technology infrastructure influence knowledge sharing. Design/methodology/approach – This study is based on quantitative research, administered on 90 managerial staff in multinational corporations (MNCs) based in Malaysia. Findings – The paper explains the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure. Learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator. Research limitations/implications – The findings will help MNCs to create an appropriate environment of knowledge sharing. However, the research is limited to MNC’s in Penang, Malaysia, only. Furthermore, similar research can be extended to MNCs in other Asian countries with a larger sample which may bring more statistical power and, thereby, increases generalizability. Practical implications – The outcome of this research provides useful indications of how organizations can work to ensure knowledge sharing within their work place. Originality/value – While the links between organizational culture and knowledge sharing and between organizational structure and knowledge sharing have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence, which suggests that the relationship between organizational culture, organizational structure and knowledge sharing is moderated by the technology infrastructure.

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

2019 ◽  
Vol 23 (8) ◽  
pp. 1543-1565 ◽  
Author(s):  
Vesna Stojanović-Aleksić ◽  
Jelena Erić Nielsen ◽  
Aleksandra Bošković
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Organization Studies ◽  
Content Type ◽  
Organic Structure ◽  
Positive Effects ◽  
Knowledge Creation And Sharing

Purpose Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing. Design/methodology/approach The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses. Findings The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization. Originality/value This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Impact of knowledge management enablers on knowledge sharing

2017 ◽  
Vol 13 (1) ◽  
pp. 16-33 ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Knowledge Management System ◽  
Top Management ◽  
Management Support ◽  
System Quality ◽  
Content Type ◽  
Top Management Support

Purpose The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan. Design/methodology/approach The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing. Findings The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive. Research limitations/implications The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector. Practical implications The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems. Originality/value The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.

Exploring different cultural configurations: how do they affect subsidiaries’ knowledge sharing behaviors?

2015 ◽  
Vol 19 (2) ◽  
pp. 141-163 ◽  
Author(s):  
Vincenzo Cavaliere ◽  
Sara Lombardi
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Interpersonal Relationships ◽  
Two Dimensions ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose – The purpose of this paper is to explore the impact of different cultural typologies (i.e. innovative, competitive, bureaucratic and community) on employees’ knowledge-sharing processes within multinational corporations (MNCs) by taking a subsidiary perspective. It particularly applies the competing values framework to the study of individuals’ orientations toward sharing knowledge with others while also investigating the influence of top management support on such orientations. Design/methodology/approach – To test the proposed hypotheses, in this paper, survey data of 389 employees from six Italian subsidiaries are empirically analyzed by running hierarchical regressions on the two dimensions of knowledge-sharing processes, i.e. knowledge donating and knowledge collecting. Findings – The results show that the four types of organizational culture differently affect the knowledge-sharing sub-processes and confirm the importance of a strong top management support to facilitate interpersonal relationships. Research limitations/implications – Despite the cross-sectional nature of the data and the limitations arising from the subsidiaries’ position in the country, the findings suggest managers to pay great attention to the positive side of bureaucracy by emphasizing the need for order and efficiency while, at the same time, providing employees with a constant and encouraging support toward knowledge-sharing activities. Originality/value – The paper adds empirical evidence to the limited existing research on knowledge-sharing sub-processes of knowledge donating and collecting, extends the understanding of how different organizational cultures affect such processes, and contributes to the literature on MNCs’ knowledge-based activities by adopting a subsidiary perspective.

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan
Keyword(s):  
Transformational Leadership ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Shop Floor ◽  
Management Support ◽  
Linear Modeling ◽  
Content Type ◽  
Problem Solvers ◽  
Good Problem

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

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.

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Business development through knowledge sharing among members of sectoral committees

2020 ◽  
Vol 26 (6) ◽  
pp. 1349-1377
Author(s):  
Abobakr Aljuwaiber
Keyword(s):  
Saudi Arabia ◽  
Knowledge Sharing ◽  
Outcome Expectations ◽  
Business Development ◽  
Quantitative Methodology ◽  
Management Support ◽  
Content Type ◽  
New Ideas ◽  
Organisational Factors

PurposeThis paper is an empirical study examining how sectoral committees function as knowledge networks within CCIs in Saudi Arabia. It employs the Madinah Chambers of Commerce and Industry (MCCI) branch as a case study. The research examines the influence of individual factors (taking pleasure in helping others, knowledge of self-efficacy, and outcome expectations), and organisational factors (top management support and knowledge sharing culture) on knowledge sharing, to establish whether knowledge sharing assists in the business development of the members of sectoral committees.Design/methodology/approachThe research uses a quantitative methodology to investigate how knowledge sharing between sectoral committee members can assist in the development of their businesses and industries.FindingsThis research provides valuable information regarding the role of knowledge sharing among sectoral committee members and addresses the challenges facing business owners in sectoral committees. Precisely, the results of the survey showed that knowledge sharing in the CCI was considered crucial.Research limitations/implicationsThe research model was confined to the MCCI and using Saudi Arabia as a context of study, which has a unique organisational culture that influenced the participants' perceptions regarding knowledge sharing, and therefore cannot be generalised to other organisations. Further investigation of knowledge sharing using samples from other countries would give a more robust examination of the studied hypotheses.Practical implicationsThe results provided in this research indicated that the activity of knowledge sharing impacts members' business development. This suggests that enhancing knowledge sharing among members of sectoral committees would support the creation of new ideas that were beneficial to improving their business and investments.Originality/valueTo the best of the author's knowledge, this study is the first to investigate the role of knowledge sharing in business development among sectoral committees, particularly within Saudi Arabian CCIs, and is thus able to offer new insight into existing knowledge sharing in sectoral committees in non-Western contexts.

Enterprise social network (ESN) systems and knowledge sharing: what makes it work for users?

2019 ◽  
Vol 50 (2) ◽  
pp. 305-327
Author(s):  
Abhishek Kalra ◽  
Rupashree Baral
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Least Squares Method ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Enterprise Social Network

Purpose Enterprise Social Network (ESN) systems have emerged as the technology of choice to bolster and support organizational efforts for harnessing embedded knowledge. However, a lack of understanding about it limits the optimization of its potential. Hence, this paper aims to assess the role of hedonic motivation, network externalities (NE) and top management support in conjugation with the unified theory of acceptance and use of technology theory to understand ESN’s usage for knowledge sharing. Design/methodology/approach Data were collected from 187 ESN users through a survey questionnaire and subsequently analyzed using variance-based structural equation modeling using the partial least squares method. Findings ESNs are used both for utilitarian and hedonic purposes. Furthermore, the results also bring out the importance of externalities arising from an extensive network of users and complimentary services, as well as support regarding resources and recognition from the top management toward reinforcing the benefits of using ESNs. Research limitations/implications This study advances earlier knowledge by assessing the actual usage of ESNs for knowledge sharing. It takes into consideration multiple input variables, namely, performance expectancy, effort expectancy, NE amongst others to best resonate with the key factors driving its adoption and usage by an individual. However, because of the cross-sectional research design, causality can only be inferred. Practical implications The organizations are recommended to have in place the measures for attaining optimal usage of ESNs, and in turn, witness knowledge moves around in ways unfathomable. Steps should be taken to develop tools and ecosystems to provide users affordances for both increasing productivity, as well as opportunities for gaining pleasure. Originality/value This study is one of its kind effort to synthesize the knowledge about the ESNs in an Indian context. It provides fascinating insights into the determinants of intention and usage of ESNs for knowledge sharing.

Lean Six Sigma implementation and organizational culture

2015 ◽  
Vol 28 (8) ◽  
pp. 855-863 ◽  
Author(s):  
Susan Knapp
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Rhode Island ◽  
Six Sigma ◽  
Hospital Staff ◽  
Lean Six Sigma ◽  
Assessment Instrument ◽  
Management Support ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.

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.

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