Impact of Organizational Culture on Knowledge Sharing Behavior

Abstract

Knowledge is one of the important sources in an organization. Therefore, knowledge management is needed so that knowledge can be utilized effectively and efficiently. One dimension of knowledge management is knowledge sharing behaviour. This is influenced by many factors. One of them is organizational culture. Unfortunately, the literature that comprehensively reviews the influence of organizational culture on knowledge sharing behaviour has not been widely found. This study aims to fill that gap. This research was conducted using a meta-synthesis method with a meta-aggregation approach. The literature reviewed was limited to Scopus indexed articles written in English and published in 2011-2020. The literature reviewed is only articles containing quantitative research results. The articles are searched using search engines. The results of the study show that organizational culture affects knowledge sharing both directly and through 8 mediating variables, namely formal knowledge governance mechanisms, job autonomy, job satisfaction, knowledge-sharing opportunity, organizational commitment, sense of well-being, subjective norms, and trust. The direction (positive or negative) and the level of significance of the influence of organizational culture on knowledge sharing depend on the type of organizational culture. The development of knowledge sharing behaviour can be done by creating a culture conducive to sharing knowledge or by strengthening the influence of organizational culture through mediating variables. The results of this study enrich the theory of organizational culture and knowledge management and assist policymakers in providing interventions to develop knowledge sharing behaviour.

How to unleash innovative work behavior of SMEs workers through clan culture? “Testing the mediating role of knowledge sharing”

“…A conducive organizational culture can enhance a collaborative and innovative culture that enables organizations to adapt to a rapidly changing external environment (Kokt and Makumbe, 2020;McDowell et al, 2016). The influence of organizational culture on IWB can be strengthened by the existence of a mediating variable (Mutonyi, 2021;Sawan et al, 2021) so in this study we propose KS as a mediating variable in CC relationships, with IWB. The assumption is that CC represents a friendly workplace where people share themselves with others in the organization (Bogilovi c et al, 2020), including KS (Sensuse et al, 2021).…”

“…These cultural features foster a willingness among organizational members to share their knowledge and experiences (Asurakkody and Kim, 2020). Numerous studies have demonstrated that CC is conducive to KS (Sawan et al , 2021; Sensuse et al , 2021). Engaging in KS activities with colleagues and superiors enhances knowledge dissemination within the organization (Jahidah et al , 2020).…”

“…Every aspect of the clan culture inspires individuals to voluntarily share their knowledge and understand the behavior of knowledge sharing (Rohim and Budhiasa, 2019). Several previous studies have found that Clan culture is the most conducive and supportive culture for knowledge sharing (Sawan et al, 2021;Ucar et al, 2017). The values of clan culture are shared evenly among all members of the organization, aiding them in creating a strong team (Hussain et al, 2016).…”

Towards Collaborative Business Intelligent Framework: Crowdsourcing Approach

“…Employees are more dedicated to their work and tasks, participate in achieving strategic goals and formulating and implementing strategy (Sawan, Suryadi & Nurhattati, 2020).…”

Effects of organizational culture, affective commitment and trust on knowledge-sharing tendency

“…Different OCs can elicit different effects of AT in co-workers because of the different tendencies to shape employees' attitudes and behaviors (Schein, 2010). Sawan et al (2021) propose that OC, directly and indirectly, affects knowledge sharing. The level of mutual trust between people is influenced by OC (Jabeen and Isakovic, 2018).…”