Although knowledge sharing and intellectual capital are significant factors for long-term success of an organization, existing literature rarely examines the relationship between knowledge sharing practices intellectual capital (IC) as constitutive elements of a knowledge environment leading to enhanced operational performance. The main aim of this paper is to explore whether knowledge sharing practices (types, approaches, and process) and intellectual capital affect organizational operational performance. Findings suggest that knowledge sharing types and knowledge sharing process influence intellectual capital of an organization. Moreover, intellectual capital influences organizational operational performance. However, knowledge sharing approaches, i.e. codification and personalization strategies have no effect on intellectual capital.

No abstract

Increasingly, organisations strive to shape their knowledge environment and organisational culture for improved performance and organisational success. Despite that, existing evidence recounts the individual role of organisational culture, knowledge management and intellectual capital towards organisational performance and success, a comprehensive explanation of the effect of multiple dimensions of these factors on organisational success remains unexplored. This paper adds to existing literature by proposing that an organisation's knowledge environment combines its knowledge sharing practices (i.e. knowledge types, knowledge sharing approaches and knowledge sharing processes) and its intellectual capital. This paper presents a conceptual model on the relationship between organisational culture, knowledge environment and organisational success. The model proposes the role of organisational culture in shaping knowledge sharing practices, intellectual capital and organisational success. This research-in-progress concludes with directions for future research on the effect of organisational culture, knowledge sharing practices and intellectual capital on organisational success.