Knowledge sharing is crucial for attaining a competitive edge in organizations.Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance.Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization.The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

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Using a qualitative methodology (interviews), we examine the relationship between the effectiveness of corporate governance mechanisms and elitist interventions. In doing this, we identify three elitist groupspolitical, cultural and religious, and investigate how they shape the legitimacy and effectiveness (or otherwise) of the institutional drivers of corporate governance in Nigeria. Our discussions show the role of elites in influencing corporate governance outcomes in weak institutional environments. Further, we caution the widely-held notion in the literature which suggests that institutions act as a check on the behaviour of elites and influence how elites compete and emerge. Alternatively, we argue that the emergence of elites is not always linked to institutions. Rather, elites, in the presence of institutional voids, can invent, circumvent and corrupt institutions.

Corporate governance is often split between rulebased and principle-based approaches to regulation in different institutional contexts. This split is often informed by the types of institutional configurations, their strengths, and the complementarities within them. This approach to corporate governance regulation is mostly discussed in the context of developed economies and their regulatory demands. However, in developing and weak market economies, such as in Sub-Saharan Africa, there is no such explicit split and the debates on such contexts in the comparative corporate governance literature have been meagre. Nonetheless, there are sparks of good corporate governance practices in the region. Drawing from institutional theory and a case study of a largest economy, we explore the appropriateness or suitability of corporate governance regulatory frameworks in Sub-Saharan Africa. Our findings suggest that Nigeria needs an integrated system that combines elements of both rule-based and principle-based regulation, supported by a multi-stakeholder coregulation strategy. This paper departs from the mainstream rule-based and principle-based categorisations by forging ahead new perspectives on corporate governance regulation, especially in weak market economies.

This paper examines whether the degree of religiosity in an institutional environment can stimulate the emergence of a robust corporate governance system. This study utilises the Nigerian business environment as its context and embraces a qualitative interpretivist research approach. This approach permitted the engagement of a qualitative content analysis (QCA) methodology to generate insights from interviewees. Findings from the study indicate that despite the high religiosity among Nigerians, religion has not stimulated the desired corporate governance system in Nigeria. The primary explanation for this outcome is the presence of rational ordering over religious preferences thus highlighting the fact that religion, as presently understood and practised by stakeholders, is inconsistent with the principles underpinning good corporate governance.