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All organizations have cultures i.e., the sets of norms and values which collectively guide the behavior of their employees. Culture is neither good nor bad but may foster values and behaviors that support or impede certain organizational objectives. In modern organizations, the increasing interdependencies between jobs and the information explosio...
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With the explosion of knowledge and information of the enterprise and the growing demand for intelligent knowledge management and application and improve business performance the knowledge expression and processing of the enterprise has become a hot topic. Aim at the problems of the electric marketing customer service knowledge map (customer servic...
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... Based on the findings of empirical studies it can be said, that the willingness to share knowledge, is positively related to profitability and productivity and negatively to labor costs. Smith and MacKeen (2000) characterize a knowledge sharing culture by the openness of the organizational members to share knowledge, to teach and to mentor colleagues by using a variety of different media like conversations, meetings, data bases (Smith & McKeen, 2002). ...
The two organisations in this study were chosen to investigate the relation between knowledge management and competitive advantage. Safaricom has knowledge management systems while organisation B has no knowledge management systems but has a task force which has a wealth of experience since the organisation was one of the first telecommunication companies to be established in Kenya. These two organizations were compared all factors held constant to find out if knowledge management can lead to competitive advantage. Secondary data was also used which determined that safaricom had a competitive edge over Organization B and the purpose of this study was to establish if knowledge management is a contributor of this fact. The target population was all the employees in the two organizations. Since the population was all the employees in the organization stratified random sampling was used to get the sample size the strata were the two organisations and a sample of employees was randomly selected in each organisation. Quantitative research technique was applied and instruments such as questionnaires were used to collect data. The Statistical Package for the Social Sciences was also used to process and analyse data. The key findings proved that knowledge management is key in maintaining competitive advantage.
... From a rationalist perspective, organisational culture is one of the tools used by the organisation to achieve its goals (Schultz, 1995: 14). The components of organisational culture can be expressed as organisational structure, knowledge management system, trust, Aras, M. & A.E. Yazgan (2022), "The Mediating Role of Communication and Performance Perception in the Effect of Organisational Culture on Knowledge Sharing: A Research on Higher Education Institutions in Turkey",Sosyoekonomi,30(53),[105][106][107][108][109][110][111][112][113][114][115][116][117][118] 107 communication, leadership, and reward system (Al-Alawi et al., 2007: 23;Islam et al., 2011: 5902;Kathiravelu et al., 2014). ...
... One of the purposes of knowledge management in the organisation is to create a culture of sharing knowledge (Kulkarni et al., 2006: 318). Studies examining the relationship between knowledge management, knowledge sharing, and organisational culture have gone one step further and revealed the concept of "knowledge sharing culture" (Smith & McKeen, 2002;Powers, 1999). Aras, M. & A.E. Yazgan (2022) ...
... After this step, the mediating effect of the concept will be tested by including communication and performance perception in the research model. Aras, M. & A.E. Yazgan (2022), "The Mediating Role of Communication and Performance Perception in the Effect of Organisational Culture on Knowledge Sharing: A Research on Higher Education Institutions in Turkey",Sosyoekonomi,30(53),[105][106][107][108][109][110][111][112][113][114][115][116][117][118] In line with these results, the research model was created in Figure 1. ...
The study aims to test the mediating role of performance and communication perception in the effect of organisational culture on information sharing. In line with this general purpose, it has been tested whether performance and communication perception influence the impact of the organisational culture in which the academics’ working in a higher education institution work on their knowledge-sharing behaviours. Research data were collected using the knowledge-sharing, communication and performance perception, and organisational culture scales in the 2020-2021 academic year. The research population consists of 1199 academicians. All the academicians were sent an e-mail, 377 questionnaires were returned, and 362 valid questionnaires were obtained. The research data were tested with the structural equation model (SEM). It has been found that the organisational culture of individuals predicts knowledge sharing, and communication-performance perception has a mediating role in the relationship between organisational culture and knowledge sharing. This result revealed that communication and performance perception influence knowledge sharing and act as a mediator in the effect of organisational culture on knowledge sharing.
... From a rationalist perspective, organisational culture is one of the tools used by the organisation to achieve its goals (Schultz, 1995: 14). The components of organisational culture can be expressed as organisational structure, knowledge management system, trust, Aras, M. & A.E. Yazgan (2022), "The Mediating Role of Communication and Performance Perception in the Effect of Organisational Culture on Knowledge Sharing: A Research on Higher Education Institutions in Turkey",Sosyoekonomi,30(53),[105][106][107][108][109][110][111][112][113][114][115][116][117][118] 107 communication, leadership, and reward system (Al-Alawi et al., 2007: 23;Islam et al., 2011: 5902;Kathiravelu et al., 2014). ...
... One of the purposes of knowledge management in the organisation is to create a culture of sharing knowledge (Kulkarni et al., 2006: 318). Studies examining the relationship between knowledge management, knowledge sharing, and organisational culture have gone one step further and revealed the concept of "knowledge sharing culture" (Smith & McKeen, 2002;Powers, 1999). Aras, M. & A.E. Yazgan (2022) ...
... After this step, the mediating effect of the concept will be tested by including communication and performance perception in the research model. Aras, M. & A.E. Yazgan (2022), "The Mediating Role of Communication and Performance Perception in the Effect of Organisational Culture on Knowledge Sharing: A Research on Higher Education Institutions in Turkey",Sosyoekonomi,30(53),[105][106][107][108][109][110][111][112][113][114][115][116][117][118] In line with these results, the research model was created in Figure 1. ...
... The value of knowledge increases when it is shared (Dube & Ngulube, 2012). Smith and McKeen (2009) underscored the fact that the value of knowledge increases when it has a key purpose and focuses on missions, core values and strategic priorities. ...
Knowledge can play an important role in ascertaining an organization’s competitive edge if the knowledge of employees is nurtured and utilized as an asset with a potential to improve service delivery. The study focused on knowledge sharing at the Thomas Mofolo Library in Lesotho to determine if knowledge sharing was being used to improve service delivery at the library. A case study design that triangulated interviews and questionnaires was used in this study. Quantitative data was processed using software packages. Data from the interviews was analyzed through content analysis based on the objectives of the study. This study established that staff recognized the need to share knowledge. However, knowledge sharing occurred on an ad hoc basis. There was a limited use of technology-based and human-based mechanisms of sharing knowledge. The study suggests practical knowledge-sharing practices that may contribute to improved service delivery in a library setup. As a case study, the study may also contribute to the development of theory about the phenomenon.
... Similarly, employees' commitment and trust in supervisor and colleagues implies knowledge sharing behaviour (Hinds et al., 2003). Thus, one's commitment considerably determines his involvement in knowledge sharing (Smith et al., 2003). Divergent findings necessitate further examination into commitment and KSB relationship. ...
... Similarly, employees' commitment and trust in supervisor and colleagues implies knowledge sharing behaviour (Hinds et al., 2003). Thus, one's commitment considerably determines his involvement in knowledge sharing (Smith et al., 2003). Divergent findings necessitate further examination into commitment and KSB relationship. ...
... Similarly, employees' commitment and trust in supervisor and colleagues implies knowledge sharing behaviour (Hinds et al., 2003). Thus, one's commitment considerably determines his involvement in knowledge sharing (Smith et al., 2003). Divergent findings necessitate further examination into commitment and KSB relationship. ...
... However creating and maintaining a HPKSC necessitates greater employee commitment, involvement and dedication to stimulate an environment that fosters creativity, enhances staff competencies & efficient performance, conditioned by the exchange of ideas and shared vision, leading to the enriched learning. Envisioning HPKSC can be greatly aided by practicing and rewarding the philosophy of caring, sharing and daring i.e. caring for people, sharing their mind and daring to think innovatively (Garfield 2017;Smith and McKeen 2011). However, these positive elements insist on mutual respect, trust, integrity, transparency and sense of accountability in all aspects of employee engagement, coupled with an ability to genuinely admire and support each other, encourage fair criticism, acknowledge contribution and appreciate diverse thinking (Donatone 2016;Smith and McKeen 2011). ...
... Envisioning HPKSC can be greatly aided by practicing and rewarding the philosophy of caring, sharing and daring i.e. caring for people, sharing their mind and daring to think innovatively (Garfield 2017;Smith and McKeen 2011). However, these positive elements insist on mutual respect, trust, integrity, transparency and sense of accountability in all aspects of employee engagement, coupled with an ability to genuinely admire and support each other, encourage fair criticism, acknowledge contribution and appreciate diverse thinking (Donatone 2016;Smith and McKeen 2011). As a whole, achieving HPKSC would require exercising organizational citizenship behavior coupled with social responsibility, openness, active cooperation and heavy reliance on knowledge enablement and resourcefulness. ...
... Therefore, organizations guided by shared values and commitment reap many other rewards such as increased customer satisfaction, relationship network, brand loyalty, motivated staff and improved knowledge-sharing abilities, leading to better firm performance (Colan 2009;Donatone 2016). Hence, the ability to create and deliver incremental value would serve as a powerful stimulus towards imparting a HPKSC (Smith and McKeen 2011). ...
This paper intends to highlight the significance of ‘High Performance Work Practices
(HPWPs)’ on employee performance and knowledge capabilities from the perspective of
knowledge-sharing environment and shared work practices. By taking into account the
underlying challenges governing the creation of ‘High Performance Knowledge Sharing
Culture (HPKSC)’, this paper argues how specific set of Organizational factors (HPWPs)
and Knowledge-Sharing factors can be applied and practiced in conjunction to result in
HPKSC i.e. a flourishing Knowledge-sharing culture focused on delivering superior firm
performance. Accordingly, a conceptual framework is developed using above set of factors that serves as a basis for deriving HPKSC, aimed at achieving firm performance and innovation capabilities.
... More specifically, in the context of OC, these theories suggest organizations must engage in promoting rewards, establishing a KS culture, and enhancing employees' motivation to promote OCs. In the same vein, researchers state that knowledge creation, sharing, and application can offer various benefits such as idea generation, continuous innovation, and the accelerating of technology, business, and social changes (Connelly and Kelloway, 2003;Gurteen, 1999). ...
... The traditional paradigm of knowledge has been transformed into KS, dynamic organizations are exploring new KS practices to sustain and transfer knowledge and thereby foster OCs (Gurteen, 1999;Michael, 2007;Muqadas et al., 2016 2006; Park and Kim, 2015).. The majority of change programs have failed to achieve the desired outcomes (Erwin and Garman, 2010;Aslam et al., 2016). ...
In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, this study aims to uncover the sources and role of knowledge sharing (KS) to overcome the challenges of OC implementation.For this research, data have been gathered from respondents based on their key designations by using unstructured interview method. Thematic analysis was then performed
using the NVivo 11-Plus software. It has found that employees in public sector organizations are opposing OC because of
ineffective communication, and a lower level of employee participation in decision-making and barriers of, for
example, a cultural, social, structural and political nature. Therefore, this study suggests how KS can be used to overcome the challenges of OC implementation. KS has become necessary to ensure incremental and radical changes in the survival of dynamic businesses. The results are useful to enhance understanding regarding the role of KS in the context of OC among change leaders, researchers, academicians and policymakers.The study provides meaningful and novel knowledge regarding role of KS to
overcome the challenges of OC implementation. No prior research that contributes practical and theoretical knowledge in the perspective of KS and OC has been found, especially in the context of developing countries and Asian culture. Therefore, this investigation attempts to explore the role of KS and presented overarching conceptual framework in the real context of OC implementation.
... Aikaisempi tutkimus viittaa siihen, että tunneperäinen sitoutuminen vaikuttaa myönteisesti tiedon jakamiseen (esim. Hislop 2002; Karkoulian, Harake & Messarra 2010; Matzler, Renzl, Moo radian, von Krogh & Mueller 2011; Smith & McKeen 2002 ). Erityisesti tunneperäisen sitoutumisen organisaatioon ja työtovereihin on todettu useissa tutkimuksissa vaikuttavan tiedon jakamishalukkuuteen (esim. ...
Tämä raportti on osa Organisaatioon sitoutuminen ja tiedon jakaminen tietointensiivisissä organisaatioissa
-tutkimushanketta. Hankkeen on toteuttanut kolmen tutkijan tutkijaryhmä: Tuula
Heiskanen, Minna Leinonen ja Katri Otonkorpi-Lehtoranta. Hankkeen tavoitteena oli selvittää
organisaatioon sitoutumisen ja tiedon jakamisen välisiä yhteyksiä työelämässä ja työelämäsuhteissa
tapahtuneiden muutosten kontekstissa. Lähestyimme organisaatioon sitoutumista ja tiedon
jakamista kokonaisvaltaisesti, koko työorganisaation ja kaikkien sen jäsenten näkökulmasta. Selvitimme,
millaisia tiedon jakamisen käytäntöjä organisaatiossa on, mitkä tekijät yhtäältä edistävät ja mitkä toisaalta estävät tiedon jakamista sekä millaisia muotoja organisaatioon sitoutuminen saa.Tässä raportissa esittelemme tutkimushankkeen teoreettisen taustan, keskeiset käsitteet, aineiston
ja metodit sekä keskitymme tarkastelemaan koko aineistomme valossa sitoutumisen yleiskuvaa
sitoutumiskohteiden näkökulmasta sekä aineistosta luokiteltuja sitoutumisen tyyppejä. Tiedon
jakamisen osalta tarkastelemme tiedon jakamisen kohteita ja tiedon hankkimisen lähteitä sekä
tiedon jakamista edistäviä ja estäviä tekijöitä. Lopuksi analysoimme, millainen yhteys sitoutumisella
on tiedon jakamisen kohteisiin ja sen hankkimisen lähteisiin. Keskitymme yksityiskohtaisemmin
kaikilla kolmella ulottuvuudella sitoutuneiden tiedon jakamiseen ja hankkimiseen. Muilta osin pohdimme tutkimushankkeeseen liittyviä teemoja muissa hankkeen tuottamissa julkaisuissa.
