Opinions: All About Culture

Schein, Edgar H.; Costas, Jana; Kunda, Gideon; Schultz, Majken; Connolly, Tomoko Hamada; Wright, Susan; Hofstede, Gert Jan; Wah, Dixon Wong Heung

doi:10.22439/jba.v4i1.4792

Cited by 12 publications

(2 citation statements)

References 31 publications

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“…Tacit KS in the organizational context involves social interaction and behaviors that are shaped by cultural factors (Small and Sage, 2006; Borges, 2013; Wei and Miraglia, 2017). Organizational culture is a pattern of basic assumptions shared and learned by a group because it is sufficient enough to solve the problems of external adaptation and internal integration (Hofstede et al , 1990; Schein et al , 2015). A group culture guides the behaviors, perceptions, thinking, reasoning and feeling about circumstances, problems, relationships and surroundings.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

Borges

Bernardi

Petrin

2019

JKM

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Purpose The purpose of this paper is to compare the factors that can influence the tacit knowledge sharing (KS) in two different cultures by investigating information technology professionals (IT) in Brazil and Indonesia. Design/methodology/approach A survey method was used and a standard questionnaire was applied. The sample size comprised 115 respondents from Brazil and 86 participants from Indonesia. A partial least squares analysis was used to assess the structural and confirmatory models and test the hypotheses. Findings The results indicate that, in both cultures, IT workers who are committed to the organization are more likely to engage in tacit KS behavior. Similarly, strong social ties play an important role in the willingness to share tacit knowledge. Also, there are major differences between the organizational cultures; for instance, whereas Brazilians seem to be influenced by team-oriented cultures, Indonesians seem to be indifferent. Research limitations/implications Limitations include the small sample size as only two cultures were chosen to assess the differences and the representation of just one professional category (IT). Originality/value This paper provides theoretical contributions as the literature lacks a macro-level analysis on the KS comparison between countries. The results advance the comprehension of tacit KS phenomenon by testing in a cross-country comparison the mediation effect of organizational commitment. To practitioners, this research presents important empirical contributions indicating how organizational culture, social environment, personality traits and employee commitment impact an individual’s willingness to share tacit knowledge with their coworkers.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

Borges

Bernardi

Petrin

2019

JKM

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“…Indeed, the use (often selectively) who can comment on the social life and constructed meanings of a particular group has long been standard practice in anthropology (cf. Geertz, 1973; Wright, as cited in Schein et al, 2015). We are cognisant then, that while culture is a group process and phenomenon, it is also experienced and understood personally.…”

Section: Methodology Theoretical Positioningmentioning

confidence: 99%

Organizational Culture Beyond Consensus and Clarity: Narratives From Elite Sport

McDougall

Ronkainen

Richardson

et al. 2020

The Sport Psychologist

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In sport psychology, organizational culture is usually depicted as shared, consistent, and clear—the glue that holds people together so they can achieve success. There is, however, growing discontent in sport psychology with this idea of culture and extensive critiques in other academic domains that suggest this perspective is limited. Accordingly, the authors draw on narrative interviews with participants (n = 7) from different areas of sport and use Martin and Meyerson’s three perspective (integration, differentiation, and fragmentation) approach to culture alongside thematic analysis to reconstruct three “ideal cases” that exemplify each perspective. The findings emphasize a different pattern of meaning in each actors’ narrative and suggest the need to develop a broader, more inclusive concept of culture, so as not to minimize or dismiss cultural content that is not obviously shared, clear, or created by leadership; a course of action that can enhance both research and practice in the area.

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IT Culture and BPM Adoption in Organizations

Letts

Tran

2020

Lecture Notes in Business Information Processing

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Opinions: All About Culture

Cited by 12 publications

References 31 publications

Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

Organizational Culture Beyond Consensus and Clarity: Narratives From Elite Sport

IT Culture and BPM Adoption in Organizations

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