scholarly journals Factors Affecting Organizational Effectiveness

2020 ◽  
Vol 11 (2) ◽  
pp. 15-27
Author(s):  
M. Zahidul Islam ◽  
Thuraya Farhana Said ◽  
Wardah Azimah Sumardi ◽  
Safayet Rahman
Keyword(s):  
Public Sector ◽  
Organizational Climate ◽  
Knowledge Sharing ◽  
Organizational Effectiveness ◽  
Organizational Factors ◽  
Factors Affecting ◽  
Potential Mediator ◽  
Public Sector Managers ◽  
The Relationship ◽  
Potential Moderator

This study aims to propose a conceptual framework of organizational effectiveness for Brunei's public sector. This study proposed knowledge sharing as a potential mediator for the relationship between organizational factors (organizational climate, structure and leadership) and organizational effectiveness. This study also proposed ICT as a potential moderator for the relationship between organizational factors and knowledge sharing. This study will help public sector managers to understand organizational effectiveness from a different perspective. Propositions of knowledge sharing as a potential mediator and ICT support as a potential moderator will provide public sector managers with guidance to ensure sustainable organizational effectiveness.

Knowledge sharing capability in healthcare organizations

2017 ◽  
Vol 11 (2) ◽  
pp. 135-151 ◽  
Author(s):  
Anchalee Kokanuch ◽  
Khwanruedee Tuntrabundit
Keyword(s):  
Organizational Culture ◽  
Organizational Climate ◽  
Knowledge Sharing ◽  
Knowledge Integration ◽  
Organizational Factors ◽  
Organizational Level ◽  
Healthcare Organizations ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship

Purpose The purpose of this study is to examine the effect of organizational culture and stakeholders’ expectations on the relationship between organizational factors and organizations’ knowledge-sharing capability. Design/methodology/approach The data were collected from public and private hospital administrators in Thailand via a questionnaire. To test the hypotheses, the data were analyzed using regression analysis. Findings The results reveal that organizational culture has a positive effect on the relationship between organizational climate and knowledge integration, while stakeholders’ expectations have positive effects on the relationships between organizational climate and interchanging knowledge. Research limitations/implications The present study focuses on knowledge sharing at an organizational level; future studies should examine knowledge sharing at both the organizational and individual levels. Practical implications This paper focuses on the effect of organizational factors on knowledge-sharing capability in hospitals. Executives should support the organizational climate and collaborative organizational culture for promoting knowledge integration in an organization. Furthermore, interchanging knowledge and organizational climate could be emphasized by the expectations of stakeholders. Originality/value Design of organizational climate, organizational culture, and expectations of stakeholders contribute to knowledge sharing at an organizational level.

scholarly journals Organizational culture and perceived effectiveness: a case study of an insurance company

2019 ◽  
Author(s):  
Milica Slijepcevic ◽  
Jelena Krstic
Keyword(s):  
Organizational Culture ◽  
Organizational Climate ◽  
Organizational Effectiveness ◽  
Research Question ◽  
The Other ◽  
Insurance Company ◽  
Effective Utilization ◽  
Other Hand ◽  
Culture And Climate ◽  
The Relationship

Research question: This paper studies the relation between organizational culture and perceived organizational effectiveness of an insurance company in a developing country with an emerging economy.Motivation: The main objective of the research is to determine whether there is a correlation between organizational culture and climate as a narrower concept, on the one hand and perceived organizational effectiveness on the other hand. Some authors noted a correlation between these organizational aspects. For example, Yan (2016) empirically confirmed that organizational culture positively and significantly correlates with organizational effectiveness. The relationship between organizational culture and organizational effectiveness was also examined by Cox and Trotter (2016), Chen (2017) and Deem, De Lotell and Kelly (2015). Idea: Starting from the findings of other authors that organizational culture indeed affects effectiveness, the authors of this paper wanted to examine whether this relation existed in  a state-owned insurance company in an emerging economy and if so, how to use this  to improve employees’ performance and overall business results. Data: They conducted the research in June 2017 on the sample of employees of Dunav Insurance Company and obtained six hundred and sixty six valid questionnaires. Tools: The questionnaires consisted of five general questions about demographic variables and twenty-nine closed-ended questions related to the topic. The researchers assessed the correlation between variables by Spearman Rho Coefficient and Chi-Square significance. Findings: The results showed the relationship between a number of aspects of organizational culture and climate on one hand and perceived organizational effectiveness on the other hand. Research results showed that the evaluation of effective utilization of working hours and professional capabilities is largely connected with the aspects of organizational climate that reflect poor working conditions and unethical attitude of employees. However, the evaluation of effective utilization of professional capabilities also relates to the perception of predominant aspects of an organizational climate that inspire positive internal relations. Contribution: The results presented in the paper can be used as the basis for organizational and managerial decision-making to improve work processes in the observed organization.

Organizational dynamics: exploring the factors affecting knowledge sharing behavior

Kybernetes ◽  
2019 ◽  
Vol 49 (1) ◽  
pp. 165-181 ◽  
Author(s):  
Nóra Obermayer ◽  
Viktoria Erika Toth
Keyword(s):  
Knowledge Sharing ◽  
Organizational Factors ◽  
Organizational Characteristics ◽  
Organizational Dynamics ◽  
Quantitative Methodology ◽  
Data Set ◽  
Content Type ◽  
Factors Affecting ◽  
Effective Manner ◽  
The Individual

Purpose The purpose of this study is to identify the individual and organizational factors that influence knowledge sharing (KS) behavior within Hungarian organizations. Design/methodology/approach The data were obtained from 238 completed questionnaires collected via the LimeSurvey system. The analysis is based on applied quantitative methodology, both descriptive and inferential statistics were used. The research investigated the relationships between individual and organizational characteristics and the KS behavior at individual and global levels. Findings Among individual factors, significant relationships have been identified regarding the generation and position of individuals, and KS behavior, while gender and education do not seem to play a significant role. With respect to organizational factors, the size of the organization and the tenure of individuals are found to be significant. Research limitations/implications The results of the analysis are limited because the data set was not large enough to investigate inter- and intra-industry variability. Practical implications The outcome of this research can support the design of managerial and organizational processes and incentives that will potentially facilitate KS in a more efficient and effective manner. Such improved KS is likely to improve the overall performance of knowledge-intensive organizations. Originality/value The original value of this research is that individual and organizational characteristics have been identified that influence KS behavior. The study focuses on a single country, Hungary, and provides relevant insight into the organizational dynamics of a specific national context.

The effect of subjective age on knowledge sharing in the public sector

2019 ◽  
Vol 49 (1) ◽  
pp. 303-323 ◽  
Author(s):  
Alessandra Lazazzara ◽  
Stefano Za
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Moderating Effect ◽  
Organisational Structure ◽  
Subjective Age ◽  
Content Type ◽  
Diverse Workforce ◽  
The Public ◽  
Work Related ◽  
The Relationship

Purpose The purpose of this paper is to examine whether subjective age – i.e., how old or young individuals experience themselves to be – affects explicit and tacit knowledge sharing (KS) in the public sector. Moreover, the study explores the moderating effect of three socio-organisational factors, namely KS attitude, co-workers age similarity and organisational structure, on the relationship between subjective age and KS. Design/methodology/approach Data were collected from employees working in public (n=144) and hybrid (n=263) Italian organisations. Hierarchical linear multiple regression analysis was employed to examine the multivariate effects on explicit and tacit KS. Findings Employees who perceive themselves to be older than they actually are experience lower explicit KS in the public sector. In addition, the moderating effect of age similarity and organisational structure on the relationship between subjective age and tacit KS was found to be significant. Practical implications This study may help managers and policy makers to manage age-diverse workforce operating in highly structured and formalised organisations and to develop HR programmes aimed at fostering KS. Originality/value This is the first study linking subjective age to KS in the public sector. This is an extremely interesting context due to the high average age and oldest workforce composition. In this way, the paper extends the literature on subjective age and work-related outcomes and may potentially contribute to the debate regarding KS practices in public organisations.

scholarly journals Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

2015 ◽  
Vol 19 (1) ◽  
pp. 121-140 ◽  
Author(s):  
Gangeswari Tangaraja ◽  
Roziah Mohd Rasdi ◽  
Maimunah Ismail ◽  
Bahaman Abu Samah
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Human Resource Development ◽  
Model Validation ◽  
Public Service ◽  
Motivational Factors ◽  
Organisational Commitment ◽  
Content Type ◽  
Proposed Model ◽  
Public Sector Managers

Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value – The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.

scholarly journals Impact of Organizational Climate on Knowledge-Sharing Behavior: An Empirical Study in Minimarkets

2021 ◽  
Vol 17 (2) ◽  
pp. 94-105
Author(s):  
Sri Raharso ◽  
Keyword(s):  
Factor Analysis ◽  
Regression Analysis ◽  
Empirical Study ◽  
Organizational Climate ◽  
Knowledge Sharing ◽  
Research Model ◽  
Knowledge Sharing Behavior ◽  
Two Factors ◽  
The Relationship ◽  
Sharing Behavior

This empirical research aims to identify the relationship between organizational climate and knowledge sharing behavior. Also, this study uses knowledge sharing intentions as a mediator between these two variables. The survey was conducted incidentally on 403 minimarket employees in eight districts/cities in West Java. Factor analysis was employed to purify research variables. To evaluate the research model, multiple regression analysis was used. The results of the factor analysis on organizational climate resulted in two factors, fairness and affiliation. Fairness and affiliation constructs have a positive and significant effect on knowledge sharing intention. Knowledge sharing intention also has a positive and significant effect on knowledge sharing behavior.

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