2019
DOI: 10.1108/bpmj-10-2018-0279
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The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

Abstract: Purpose The purpose of this paper is to investigate the mediator role that knowledge sharing plays between organisational culture, organisational structure, and technology infrastructure and process improvement in a knowledge management context in manufacturing enterprises operating in the food, beverage and textile industry. Design/methodology/approach An empirical study is conducted with a sample of 200 food, beverage and textile companies. Data are obtained by means of a survey questionnaire applied to ge… Show more

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Cited by 41 publications
(51 citation statements)
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“…This inadequacy is mainly rooted in the reasoning that HEIs are generally characterized by bureaucratic structure, individualistic culture, minimal existence of appropriate incentive system and lack of leadership support for KM behaviors (Kanwal et al, 2019;Muqadas et al, 2017). Existing literature indicates that knowledge sharing activities and the resulting innovative outcomes mainly center upon several organizational factors such as organizational structure and culture (Chi on et al, 2019), high-performance work systems (Bhatti et al, 2020;Gu ¨rlek, 2021), top management knowledge value (Singh et al, 2020) and reward system (Ali et al, 2019). Among these factors, top management knowledge-based support, conducive organizational culture and reward system have been identified as the prominent pillars supporting the knowledge sharing process in HEIs (Fullwood and Rowley, 2017;Kanwal et al, 2019;Lo and Tian, 2020;Muqadas et al, 2017;Ramjeawon and Rowley, 2017).…”
Section: Introductionmentioning
confidence: 99%
“…This inadequacy is mainly rooted in the reasoning that HEIs are generally characterized by bureaucratic structure, individualistic culture, minimal existence of appropriate incentive system and lack of leadership support for KM behaviors (Kanwal et al, 2019;Muqadas et al, 2017). Existing literature indicates that knowledge sharing activities and the resulting innovative outcomes mainly center upon several organizational factors such as organizational structure and culture (Chi on et al, 2019), high-performance work systems (Bhatti et al, 2020;Gu ¨rlek, 2021), top management knowledge value (Singh et al, 2020) and reward system (Ali et al, 2019). Among these factors, top management knowledge-based support, conducive organizational culture and reward system have been identified as the prominent pillars supporting the knowledge sharing process in HEIs (Fullwood and Rowley, 2017;Kanwal et al, 2019;Lo and Tian, 2020;Muqadas et al, 2017;Ramjeawon and Rowley, 2017).…”
Section: Introductionmentioning
confidence: 99%
“…At the same time, the shortage of skilled workers slows down business development and leads to additional costs for human capital development (Grishnova et al, 2019;Bilan et al, 2020;Oliinyk, 2020). In this regard, we must indicate the significant links between knowledge sharing and organizational culture, but also between organizational structure and knowledge management (Chión et al, 2019).…”
Section: Literature Reviewmentioning
confidence: 99%
“…This is done to guide organisational behaviour towards achieving a strategic objective IJMPB 14,3 (Di Berardino, 2016). To achieve this, the organisation and all its activities are required to be aligned with strategy (Chi on et al, 2019). This is achieved by applying coordinating measures on the three organisational levels, namely, the strategic, business and operational levels in the form of governance.…”
Section: Governancementioning
confidence: 99%