The Causal Effects of Job Characteristics and Organizational Culture on Knowledge Sharing among Health Care Professions

Lee, Da Ye; Eun, Ji Ji

doi:10.5958/0976-5506.2018.02173.3

Cited by 1 publication

(2 citation statements)

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“…Other types of culture that affect knowledge sharing are bureaucratic, supportive and innovative [10], trust, communication, leadership [49], collaborative [50], relation orientation [51], collectivistic and high uncertainty avoidance [52]. Empirically and statistically, all types of organizational culture are proven to have a positive and significant effect on knowledge sharing.…”

Section: Analysis and Synthesis (Discussion)mentioning

confidence: 99%

“…The influence of organizational culture on knowledge sharing can be strengthened by mediating variables. Several studies have shown an indirect effect of organizational culture on knowledge sharing through mediating variables, namely subjective norms [35], sense of well-being [10], trust [5], job autonomy [51], formal knowledge governance mechanism, knowledge-sharing opportunity [20], organizational commitment [43]; and job satisfaction [52]. Therefore, anyone who is committed to developing knowledge-sharing behaviour among organizational members, they must pay attention to subjective norms, sense of well-being, trust, formal knowledge governance mechanisms, knowledge-sharing opportunities, organizational commitment and job satisfaction of employees.…”

Section: Analysis and Synthesis (Discussion)mentioning

confidence: 99%

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Impact of Organizational Culture on Knowledge Sharing Behavior

Sawan¹,

Suryadi²,

Nurhattati³

2021

Proceedings of the 4th International Conference on Research of Educational Administration and Management (ICREAM 2020)

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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.

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