Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement

Lee, Jung‐Chieh; Shiue, Yih‐Chearng; Chen, Chung-Yang

doi:10.1016/j.chb.2015.08.030

Cited by 261 publications

(266 citation statements)

References 80 publications

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“…By way of preview, there is no denying that a great many research studies have widely demonstrated that organisational culture is regarded as a critical factor that strongly influences individuals' knowledge-sharing behaviour in organisations (Al-Alawi, Al-Marzooqi, & Mohammed, 2007;Jo & Joo, 2011;Suppiah & Sandhu, 2011;Shao et al, 2012;Lee, Shiue, & Chen;2016). However, a link is still lacking between organisational culture and employees' sense of well-being.…”

Section: Organisational Culture and Employees' Sense Of Well-beingmentioning

confidence: 99%

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

Chumg

Seaton

Cooke

et al. 2016

Computers in Human Behavior

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Drawing on the concept of organisational behaviour, this research augments the concepts of social capital theory and organisational culture with one pioneering precursor and mediator, the sense of well-being, to develop an integrative understanding of the factors affecting individuals' knowledge-sharing behaviour within the more complex context of the virtual organisation of Taiwanese Non-governmental Organisations (NGOs). A field survey of 131 employees from the selected virtual organisation was analysed using Structural EquationModeling (SEM) to examine the outcomes empirically. Our research offers a persuasive body of evidence supporting the notion that increasing employees' sense of well-being can successfully form a bridge that can connect social capital tendency, organisational culture and employees' knowledge-sharing behaviour. Surprisingly, and contrary to common belief, the integrated model shows that social capital tendency seems to play a more important role than organisational culture in affecting employees' sense of well-being within the virtual organisation in a Chinese cultural context. Consequently, this research reveals the subtle interplay of employees' sense of well-being, social capital tendency, organisational culture and knowledge-sharing behaviour, while the in-depth analysis provides strong support for knowledge management research and practice.

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Section: Organisational Culture and Employees' Sense Of Well-beingmentioning

confidence: 99%

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

Chumg

Seaton

Cooke

et al. 2016

Computers in Human Behavior

View full text Add to dashboard Cite

show abstract

“…The top management needs to provide a vast range of information and knowledge about main issues for each level of the integration process. A research by Lee et al [13] reveals that the top management commitment can increase the effectiveness on sharing knowledge within an organization so that it will ease the implementation of the cross-function integration. Perera and Jayasunandra (2013) [14] mention that the top management commitment can be measured by the availability of adequate resources, the existence of managerial control, and the credibility and trust given by the management.…”

Section: Commitment Managementmentioning

confidence: 99%

“…This research is following the theory of Detert et al [17] who have established the values in evaluating the influence of the organizational culture to the employees, including the key users, in supporting the ERP implementation successfully: the culture based on accountability and rationality, the culture that motivates, the culture based on work oriented, and the culture that focuses on the company. A research by Lee et al [13] describe that the organizational culture can help understand the company business process and share knowledge among departments so that the implementation of the technology can run more effectively.…”

Section: Organizational Culturementioning

confidence: 99%

The Influence of the Corporate Management Commitment in Building Organizational Culture and Cross-Funtional Integration to Improve Company’s Business Performance

Tarigan¹,

Suprapto²,

Basana³

2017

IJEEEE

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Abstract:Integration across management functions is a kind of an interaction that facilitates the coordination of various management function activities so that they can cooperate effectively and efficiently to reach the company's goals. The cross-function integration brings positive impacts to the company if it is supported by the top management, the organizational culture, and the strong teamwork to reach the company performance. This research has two main purposes. The first aim is to investigate whether the management commitment can bring impact to the forming of organizational culture and good teamwork in building the management function integration. The second aim is to investigate whether the cross-functional integration brings a positive impact to the company performance. The questionnaires are distributed among 94 manufacturing companies in East Java Indonesia. The data are processed with PLS. The result shows that there is a positive influence between the management commitment and the organizational culture formation. There is also a positive influence between the management commitment and the effective teamwork formation. Finally, it gives an impact to the company performance.

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“…Their results also explained that CEO-IT distance may have small direct bearing on the outcomes of ERP and BPI initiatives. Lee et al (2016) investigated the effects of organizational culture and top management support of knowledge sharing on the success of software process improvement. They reported the implication to improve our knowledge about how organizational culture and top management could possibly support drive effective knowledge sharing on the way to software process improvement success.…”

Section: Literature Reviewmentioning

confidence: 99%

Recent advances in enterprise resource planning

Orougi¹

2015

10.5267/j.ac

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Enterprise resource planning (ERP) is an integrated system, which consists of various integrated applications. ERP is implemented to collect, store, manage and interpret data from different business activities, including product planning, expenses, production and/or service delivery, sales management, inventory planning, shipping and payment. The study covers the latest studies mostly on detecting factors influencing on the success of ERP implementations. The study has highlighted several factors including top management support, communication, cooperation, training and technological complexity, which were believed to be the most influential factors on development of ERP systems. In addition, several multi criteria decision making systems were used for ranking different software packages for ERP implementation. Moreover, many studies have attempted to consider mathematical methods by considering uncertainty associated with data.Growing Science Ltd. All rights reserved. 5

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Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement

Cited by 261 publications

References 80 publications

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

The Influence of the Corporate Management Commitment in Building Organizational Culture and Cross-Funtional Integration to Improve Company’s Business Performance

Recent advances in enterprise resource planning

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