| Peer-Reviewed

Knowledge Sharing: Exploring the Links to Organizational Culture

Received: 18 December 2016     Accepted: 4 January 2017     Published: 26 January 2017
Views:       Downloads:
Abstract

Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.

Published in International Journal of Health Economics and Policy (Volume 2, Issue 1)
DOI 10.11648/j.hep.20170201.14
Page(s) 16-26
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2017. Published by Science Publishing Group

Keywords

Knowledge Management, Knowledge Sharing, Organizational Culture

References
[1] Ryu, S., Ho, S. H. and Han, I. (2003), “Knowledge sharing behavior of physicians in hospitals”, Expert Systems with Applications Journal, Vol.25 No.1, pp.113-122.
[2] Ma, W. W. and Chan, A. (2014), “Knowledge sharing and social media: altruism, perceived online attachment motivation, and perceived online relationship commitment”, Computers in Human Behavior, Vol.39, pp.51-58.
[3] Tsui, L., Chapman, S. A., Schnirer, L. and Stewart, S. (2006), “A Handbook on Knowledge Sharing: Strategies and Recommendations for Researchers, Policymakers, and Service Providers”, Community-University Partnership for the Study of Children, Youth, and Families, Alberta, Canada.
[4] Ajmal, M. M. and Helo, P.(2010) Organisational culture and knowledgemanagement: an empirical study in Finnish project-based companies.International Journal of Innovation and Learning 7 (3), 331–344.
[5] Alavi, M., Kayworth, T. and Leidner, D.(2006) An empirical examination of theinfluence of organizational culture on knowledge management practices, Journal of Management Information Systems 22 (3), 191–224.
[6] De Long, D. W. and Fahey, L. (2000) Diagnosing cultural barriers to knowledge management. The Academy of Management Executive 14 (4), 113–127.
[7] Fong, P. and Kwok, C. (2009) Organizational culture and knowledge management success at project and organizational levels in contracting firms. Journal of Construction Engineering and Management 135 (12), 1348–1356.
[8] Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V. (2013). Organizational culture and willingness to share knowledge: A competing values perspective in Australian context, International Journal of Project Management.
[9] Holthouse, D. (1998), “Knowledge research issues”, California Management Review, Vol.43 No.3, pp.277-280.
[10] Gibbert, M. and Krause, H. (2002), “Practice Exchange in a Best Practice Marketplace”, in Davenport, T. H. and Probst, G. J. B. (Eds), Knowledge Management Case Book: Siemens BestPractices’, Publicis Corporate Publishing, Erlangen.
[11] Zarraga, C. and Bonache, J. (2003), “Assessing the team environment for knowledge sharing: an empirical analysis”, International Journal of Human Resource Management, Vol.14 No.7, pp.1227-1245.
[12] Collins, H. (1993), “The structure of knowledge”, Social Research, Vol.60, pp.95-116.
[13] Fiol, C. M., Lyles, M. A. (1985). Organizational Learning. The Academy of Management Review, Vol.10 No. 4, pp.803-813.
[14] Argyris, C. and Schon, D. (1978) Organizational learning: A theory of action approach. Reading, MA: Addison Wesley.
[15] Senge, P.M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday, New York, NY.
[16] Zuboff, S. (1988). In the Age of the Smart Machine: The Future of Work and Power. Basic Books, New York, NY.
[17] Scribner, S. (1986). Thinking in action: some characteristics of practical thought. in Sternberg, R. and Wagner, R. (Eds.), Practical Intelligence: Nature and Origins of Competence, Cambridge University Press, Cambridge.
[18] Hirschhorn, L. (1984) Beyond mechanization: Work and technology in a post-industrial age. Cambridge, MA: MIT Press.
[19] Suchman, L. (1987). Plans and situated actions, Cambridge UniversityPress.
[20] Swidler, A. (1986). Culture in action: symbols andstrategies. American SociologicalReview 51: 273-286.
[21] Pettigrew, A. (1979) On studying organizational cultures, Administrative Science Quarterly 24: 570-581.
[22] Ouchi, W. G. (1980) ‘Markets, bureaucracies and clans’. Administrative Science Quarterly 25: 129-141.
[23] Srivastva, S. and Barratt, F. (1988). The transforming nature of metaphors in group development: a study in group theory, Human Relations 41: 31-64.
[24] Czarniawska-Joerges, B. (1990) Merchants of meaning: management consultants in the Swedish public sector’ in Organizational symbolism. B. Turner (ed.), 139-150. Berlin: Walter de Gruyter.
[25] Granovetter, M. (1985) Economic action and social structure: the problem of embeddedness’. American Journal of Sociology 91: 481-510.
[26] Badaracco, J. (1991) The knowledge link: How firms compete through strategy alliances. Boston, MA: Harvard University Press.
[27] Poster, M. (1990) The mode of information: Poststructuralism and social context., Cambridge: Polity Press.
[28] Cooper, R. (1992) Formal organization as representation: remote control, displacement and abbreviation’ in Rethinking organization: New directions in organization theory and analysis. M. Reed, and M. Hughes (eds.), 254-272. London: Sage.
[29] Schein, E. H. (1990), “Organizational culture”, American Psychologist, Vol.45 No.2, pp.109–119.
[30] Gray, J.H. and Densten, I.L. (2005) Towards an integrative model of organizational culture and knowledge management. International Journal of Organisational Behaviour 9 (2), 594–603.
[31] Ajmal, M. M. and Koskinen, K. U. (2008) Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective. Project Management Journal 39 (1), 7–15.
[32] Friesl, M., Sackmann, S. A. and Kremser, S. (2011) Knowledge sharing in new organizational entities: the impact of hierarchy, organizational context, micropolitics and suspicion. Cross Cultural Management: An International Journal 18 (1), 71–86.
[33] Cameron, K. S. and Quinn, R. E. (2005), “Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework”, Jossey-Bass Inc, San Francisco, USA.
[34] Ouchi, W. G. (1981) Theory Z: How American Business Can Meet the Japanese Challenge. Boston: Addison-Wesley.
[35] Pascale, R. and Athos, A. (1981) The Art of Japanese Management. New York: Simon & Schuster.
[36] Lincoln, J. R. (2003) Culture, Control, and Commitment: A Study of Work Organization and Work Attitudes in the United States and Japan. New York: Percheron Press.
[37] Williamson, O. (1975), “Markets and Hierarchies, Analysis and Antitrust Implications: A Study in the Economics of Internal Organization”, New York, Free Press.
[38] Patton, G. S. (1944) “The Famous Patton Speech, June 5, 1944, Somewhere in England.” Recorded by Charles M. Province, George S. Patton Historical Society [http://www.pattonhq.com].
[39] Weber, M. (1947). The Theory of Social and Economic Reform, New York, Free Press.
[40] Blackler, F. (1995). Knowledge, knowledge work and organizations – An overview and interpretation. Organization Studies, Vol.16 No.6, pp.1021–1046.
[41] Nunnally, J. C. and Bernstein, I. H. (1994), “Psychometric Theory”, McGraw-Hill, New York, NY.
[42] Cameron, K.S. (n.d.), ‘‘An introduction to competing value framework’’, available at:www.haworth.com/enus/Knowledge/WorkplaceLibrary/Documents/An%20Introduction%20to%20the%20Competing%20Values%20Framework.pdf.
[43] Cameron, K. S. and Quinn, R. E. (1999), Diagonising and Changing Organizational Culture, Addison-Wesley, Reading, MA.
Cite This Article
  • APA Style

    Farshad Andam. (2017). Knowledge Sharing: Exploring the Links to Organizational Culture. International Journal of Health Economics and Policy, 2(1), 16-26. https://doi.org/10.11648/j.hep.20170201.14

    Copy | Download

    ACS Style

    Farshad Andam. Knowledge Sharing: Exploring the Links to Organizational Culture. Int. J. Health Econ. Policy 2017, 2(1), 16-26. doi: 10.11648/j.hep.20170201.14

    Copy | Download

    AMA Style

    Farshad Andam. Knowledge Sharing: Exploring the Links to Organizational Culture. Int J Health Econ Policy. 2017;2(1):16-26. doi: 10.11648/j.hep.20170201.14

    Copy | Download

  • @article{10.11648/j.hep.20170201.14,
      author = {Farshad Andam},
      title = {Knowledge Sharing: Exploring the Links to Organizational Culture},
      journal = {International Journal of Health Economics and Policy},
      volume = {2},
      number = {1},
      pages = {16-26},
      doi = {10.11648/j.hep.20170201.14},
      url = {https://doi.org/10.11648/j.hep.20170201.14},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.hep.20170201.14},
      abstract = {Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.},
     year = {2017}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Knowledge Sharing: Exploring the Links to Organizational Culture
    AU  - Farshad Andam
    Y1  - 2017/01/26
    PY  - 2017
    N1  - https://doi.org/10.11648/j.hep.20170201.14
    DO  - 10.11648/j.hep.20170201.14
    T2  - International Journal of Health Economics and Policy
    JF  - International Journal of Health Economics and Policy
    JO  - International Journal of Health Economics and Policy
    SP  - 16
    EP  - 26
    PB  - Science Publishing Group
    SN  - 2578-9309
    UR  - https://doi.org/10.11648/j.hep.20170201.14
    AB  - Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.
    VL  - 2
    IS  - 1
    ER  - 

    Copy | Download

Author Information
  • Ministry of Cooperatives, Labor & Social Welfare, Tehran, Iran

  • Sections