The Influence on Organizational Performance of Knowledge Sharing and The Moderation Effects of Performance-Oriented Organizational Culture

2020 ◽  
Vol 33 (2) ◽  
pp. 595-617
Author(s):  
Jin-Soo Hwang
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Moderation Effects

scholarly journals Impact of Knowledge Sharing on Organizational Performance: The Moderating Role of Organizational Culture Proxies

2018 ◽  
Vol 2 (2) ◽  
pp. 19-40
Author(s):  
Imran Akbar Saifi ◽  
Dr. Ahmed F. Siddiqui ◽  
Dr. Atif Hassan
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Interpersonal Communication ◽  
Survey Method ◽  
Future Research ◽  
Strong Impact ◽  
Improved Performance ◽  
And Performance ◽  
The Relationship

The paper aims to test an explanation of how organizational culture affects the relationship between knowledge sharing and organizational performance. It was expected that organizational culture proxies significantly mediate the relationship between knowledge sharing and performance. The study used a quantitative survey method for the collection of data. A sample of 200 respondents was drawn from the higher education institutes (HEIs) situated in Lahore. The findings revealed that a positive relationship exists; except for when the components were tested individually for their role in moderating it, then learning environment became insignificant. The strong impact of interpersonal communication and trust highlights its significance in boosting knowledge sharing in an organization that results in improved performance. This finding helped the authors to draw on future research implications regarding the components of organizational culture.

scholarly journals Influence of equity sensitivity on organizational citizenship behavior and knowledge sharing

2018 ◽  
Vol 31 (2) ◽  
pp. 519-553
Author(s):  
Seung Rib Park ◽  
Young Won Suh
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Individual Performance ◽  
Equity Sensitivity ◽  
Citizenship Behavior ◽  
Future Research ◽  
Moderation Effect ◽  
Moderation Effects

Current study investigated the moderation effects of the performance-based organizational culture and the LMX differentiation on the associations of equity sensitivity to OCB and knowledge sharing. The result showed that when the gainsharing, compared to individual performance, was more emphasized and when the LMX differentiation was low, the benevolents showed more OCB and knowledge sharing, while there was no difference for entitiles, regardless of performance-based organizational culture and LMX differentiation. Besides, the moderation effect of the LMX differentiation was qualitied by the LMX. Based on the results, the implication and future research were discussed.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (2) ◽  
pp. 43-50
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

Background/Objectives: According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」, the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

Cultura organizacional y desempeño innovador en cuatro sectores productivos

Oikos ◽  
2015 ◽  
Vol 15 (31) ◽  
pp. 61
Author(s):  
Rafael G. Ricardo Bray ◽  
Ignacio Gómez Roldán
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Innovation Performance ◽  
The Other ◽  
Economic Sector ◽  
Economic Sectors ◽  
Other Hand

RESUMENPara un conjunto de ciento cuarenta y una organizaciones colombianas (95% bogotanas) clasificadas bajo la nomenclatura CIIU pertenecientes a 4 sectores económicos, se estimó el perfil de cultura organizacional de cada una a partir de la aplicación del Organizational Culture Survey (DOCS) de Daniel Denison y asociados. Las organizaciones bogotanas del estudio presentan unos perfiles culturales muy similares, no obstante pertenecer a diferentes sectores económicos. Por otro lado, las relaciones existentes entre las diferentes variables de cultura organizacional y el desempeño innovador difieren entre sectores económicos.Palabras clave: perfil de cultura organizacional, encuesta Denison de cultura organizacional, sector Económico, desempeño organizacional, innovación. Organizational culture and innovation performance in four different sectorsABSTRACTFor a sample of one hundred forty one Colombian organizations (95% located in Bogotá) classified under the CIIU ranking, the organizational culture profile of each one was estimated using the Organizational Culture Survey (DOCS) of Daniel Denison and associates. The organizations studied show very similar cultural profiles, although they belong to different economic sectors. On the other hand, the relationships existing between the different variables of organizational culture and innovation performance differ among economic sectors.Keywords: organizational culture profile, Denison organizational culture survey (DOCS), economic sector, organizational performance, innovation.

TECHNO21: Design and Implementation of a New Performance Management System

2021 ◽  
pp. 097282012199495
Author(s):  
Asfia Obaid ◽  
Saman Rahman ◽  
Asia Mehmood ◽  
Neelab Kayani
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
System Design ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Performance Levels ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
The Face

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

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