Organizational culture, organizational citizenship behavior, knowledge sharing and innovation: a study of indigenous people production organizations

Abstract

Purpose Therefore, this study aims to explore the relationships among OC, KS, OCB and OI “Organization” is often seen as a company and few studies pay much attention to tribes and other related organizations and communities of Indigenous peoples. However, Indigenous peoples production organizations (IPPOs) would be certainly influenced by factors from the internal/external, including organizational culture (OC), organizational citizenship behavior (OCB), knowledge sharing (KS) and organizational innovation (OI). Therefore, this study aims to explore the relationships among OC, KS, OCB and OI. Design/methodology/approach Based on valid 139 Indigenous workers in IPPOs, this study used structural equation modeling to validate the relationships among OC, OCB, KS and OI. Findings The empirical findings indicate that OC would significantly influence OCB and OI, whereas KS would not have significant impact on OI. In addition, OC would not influence KS as usual, whereas OCB would do. Finally, OCB would impact KS. Practical implications As OCB acts as a complete mediator in OC–KS relationship, it means that these IPPOs already have OCB to motivate their staffs to do KS, but not enough to achieve more excellent performance on innovation. Originality/value Compared to past studies, this study aims to investigate the theory of organizational behavior and whether it is suitable between general businesses and IPPOs.

The contingent roles of market turbulence and organizational innovativeness on the relationships among interfirm trust, formal contracts, interfirm knowledge sharing and firm performance

“…Second, this is cross-sectional data that may fail to explain how interfirm trust and formal contract indirectly explain firm performance over time. Finally, the proposed model is tested in a collectivistic society where different cultures may influence how a firm communicates or shares knowledge with key suppliers (Chang et al , 2021).…”

“…Finally, the proposed model is tested in a collectivistic society where different cultures may influence how a firm communicates or shares knowledge with key suppliers (Chang et al, 2021).…”

Impact of intelligence leadership on organizational excellence: Mediating role of organizational culture

“…When the organizational culture is positive, it makes all individuals proud of their organizations, especially if this culture develops the values of creativity, excellence, and teamwork. An intelligent leader can use these values to achieve institutional excellence (Chang et al, 2021).…”

Knowledge-oriented leadership and technology standard innovation: a temporary-team perspective

“…All of them collaborated on innovation activities of technology standards and had prior experience with TSI. Regarding leadership and innovation, quantitative research using questionnaires is common in KM (Xi et al , 2020; Najam, 2020; Yao et al , 2020; Chang et al , 2021). To ensure data quality, we clarified the purpose of our study and guaranteed confidentiality and anonymity in our questionnaires (Najam, 2020; Xi et al , 2020).…”

“…In technology standards’ innovation activities, members originate from dissimilar organizations in a specific area for technology standard innovation (TSI), and form a temporary team for a span of time. The innovation process of technology standards will identify and acquire heterogeneous knowledge related to achieving goals internally and externally to the team, sharing and absorption of related knowledge within the team and knowledge integration processes (Johan and Oivind, 2017; Chang et al , 2021; Ali et al , 2018; Najam, 2020). Hence, our study reveals factors affecting TSI and develops methods to raise TSI from a temporary-team perspective based on knowledge management (KM).…”