The Effect of Organisational Culture and Knowledge Environment on Organisational Success: Directions for Future Research

Attar, Mujid; Kang, Dr.Kyeong

doi:10.5130/acis2018.bs

Cited by 3 publications

(2 citation statements)

References 33 publications

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“…However, it is less clear how different types of organizational cultures such as clan, adhocracy, hierarchy, and market culture (Cameron and Quinn, 1999) influence knowledge sharing, and how they together influence organizational performance as a result. Research calls for examining the link between the different organizational cultures such as clan, adhocracy, hierarchy, and market with aspects such as knowledge sharing and competitiveness (Olan et al, 2022) as well as organizational performance (Attar, 2018).…”

Section: Introductionmentioning

confidence: 99%

Organizational culture, knowledge sharing and organizational performance: a multi-country study

Raziq,

Jabeen,

Saleem

et al. 2024

BPMJ

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PurposeDrawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.Design/methodology/approachWe draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.FindingsResults suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.Originality/valueWhile knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

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Section: Introductionmentioning

confidence: 99%

Organizational culture, knowledge sharing and organizational performance: a multi-country study

Raziq,

Jabeen,

Saleem

et al. 2024

BPMJ

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“…The results of previous research have gaps. First, there is a lack of disclosure regarding the role of organisational culture, intellectual capital, knowledge sharing environment in shaping organisational performance (Attar et al, 2018). Second, leadership effectiveness and organisational performance are largely ethnocentric, ignoring contextual realities and cultural effects (Jusriadi et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Leadership, Organizational Culture, and Human Capital in Organizations: Bibliometric

Choirul Anam,

Arief Purwanto,

Hanif Rani Iswari

2023

JMRS

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Leadership, organisational culture, and human capital have important roles in every organisation. The purpose of this study is to reveal the relationship between leadership, organizational culture, and human capital in organisations with a bibliometric. The bibliometric method is used to provide a complete picture of the development of research related to a particular topic so that researchers can understand the topic at a macro level. Bibliometric studies help identify macro research gaps (sub-sub topics that have not been researched, emerging topic trends). The researcher focused on bibliometric analysis: co-authorship with the first author unit of analysis and co-occurrence with the keyword unit of analysis. The findings show that organisational culture variables, although a minority, still exist in the last 15 years to be researched further. On the other hand, human capital and leadership with emphasis on leadership style can be associated with other variables, such as competence, entrepreneurship, information-communication technology. This research also has limitations, namely in the literature sources obtained, increasing there are still few researchers who review leadership, organisational culture, and human capital.

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The effect of environmental knowledge, eco-innovation, and entrepreneurial orientation on competitive advantage of SMEs in Jakarta (Case study of textile industries)

Hartono¹,

Linda²,

Setiawan³

2023

1st International Conference on Achieving the Sustainable Development Goals

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The Effect of Organisational Culture and Knowledge Environment on Organisational Success: Directions for Future Research

Cited by 3 publications

References 33 publications

Organizational culture, knowledge sharing and organizational performance: a multi-country study

Organizational culture, knowledge sharing and organizational performance: a multi-country study

The Relationship between Leadership, Organizational Culture, and Human Capital in Organizations: Bibliometric

The effect of environmental knowledge, eco-innovation, and entrepreneurial orientation on competitive advantage of SMEs in Jakarta (Case study of textile industries)

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