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Examining the relationship between organizational culture and knowledge management: The moderation effect of organizational divisions at an Abu Dhabi Gas company
... Empirically, the research examining the relationship between the type of organizational culture and knowledge sharing, e.g. Al Murawwi et al. (2014), which examines the relationship between organizational culture and knowledge management: the moderating effects of organizational divisions on Abu Dhabi gas companies, uses the type of culture organization , i.e. clan culture, adhocracy culture, hierarchical culture and market culture. The results show that overall the type of culture has a positive and significant relationship with knowledge management in which one of its dimension is knowledge sharing. ...
... Jones (2009) found that organizations that have a dominant adhocracy culture have a positive relationship with knowledge management. The same is expressed by Al Murawwi et al. (2014) that there is a significant relationship between adhocracy culture and knowledge sharing. Adhocracy culture is also capable of converting knowledge (Tseng, 2010). ...
... The findings of this study also support research conducted by Al Murawwi et al. (2014), Stock et al. (2010 and Guglielmi et al. (2006), who found that clan culture types have a positive and significant relationship with knowledge management, whereby one dimension is sharing knowledge. Furthermore, Shao et al. (2015) revealed that the type of clan culture that emphasizes trust and ownership is positively related to the sharing of tacit knowledge of employees. ...
Purpose
The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government.
Design/methodology/approach
The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division.
Findings
Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing.
Originality/value
This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).
... Bridges can be cognitive (common systems of the meaning), structural (social interaction patterns), or relational (based on personal connections) in nature. A family firm's family and organizational bridges allow for knowledge, space, and resource arbitrage, as well as the identification of profitable prospects and favorable negotiations, and installation in positions of influence and power (Gupta and Levenburg, 2012;Obeidat et al., 2012;Al Murawwi et al., 2014). ...
Purpose: Family businesses are value-based enterprises, contributing significantly to wealth creation. Although extensive research is conducted on family businesses, there is no study investigating how the cultural traits in the Arab world affect the organizational culture of family businesses. This paper discusses how the cultural characteristics in the Arab world shape family enterprises and explore how the Arab world's organizational culture enables family firms to establish competitive advantage underpinned by founder centrality, the concept of family, and business principles spanning many generations. Design/methodology/approach: A thorough search of the extant literature was done in Scopus, Web of Science, EBSCO, and ScienceDirect using a combination of keywords such as Arab culture, family businesses, family firm culture, organizational culture, cultural traits, management strategies, and entrepreneurial strategies. Selected articles were classified according to their content, reviewed, and analyzed. Findings: This study makes a few critical contributions about the nature, and the origins of organizational culture in family firms, entailing the founder's centrality and stewardship theory. Specifically, family firms in the examined region appear to have a stronger firm culture compared to non-family businesses. Also, organizational culture affects family businesses considering the firm-level outcomes, such as hereditary transition success, family inertia, etc. Originality/value: This paper adds to the existing theoretical knowledge and underlines the cultural traits and family firm culture in the Arab world. A framework is presented, offering practical recommendations to managers of family firms striving to advance their competitiveness. © 2022, Emerald Publishing Limited.
Author keywords
Arab region; Cultural traits; Entrepreneurial strategies; Family firm culture; Family firms
... The experiences that inspire new organizational values are formed. Since tacit knowledge, including mental models, expertise, cultural beliefs, and values is inseparable from organizational culture, KM culture that induces the employees' willingness to create, transfer, share, and use knowledge can promote the handling of tacit knowledge (Nonaka & Takeuchi, 1996;Essawi & Tilchin, 2013;Al Murawwi, Behery, Papanastassiou, & Ajmal, 2014). ...
Smart cities need to take advantage of the opportunities that the knowledge-based economy and society can bring to the city. Therefore, cities planners and decision makers need to develop cities that take advantage of local knowledge and the intellectual capital of the population. Organizational culture is widely held to be a major barrier to creating and leveraging knowledge. Successful implementation of knowledge management (KM) almost always requires a culture change in order to promote a culture of knowledge sharing and collaboration. Hence, organizations implementing smart cities need to place great emphasis on the need to change organizational culture to pursue effective KM and its successful implementation. However, the management of culture change is a complicated task; its precise nature in smart-city development and the strategies required to be adopted remains underspecified. This study aimed to explore organizational cultural transformation needed for managing knowledge in the context of smart cities. The methodological approach for this study is a systematic review, covering publications on smart cities, KM, and organizational culture. The method used in this study involved three stages: planning the review, conducting the review, and reporting and disseminating the results. The findings revealed three key themes which are: organizational perspectives of smart cities; organizational change, innovation, and digital transformation; and the relationship between organizational culture and KM. The paper concludes that the cultural transformation required for the development of smart cities needs to facilitate the ability to integrate, create and reconfigure both internal and external competences to manage knowledge that originates from within and beyond projects boundaries. This study provides an insight into urban policymakers, planners, and scholars to prepare for the challenges that organizations face in their efforts to manage and implement smart cities successfully.
... Organizational learning includes knowledge acquisition, knowledge development and knowledge sharing (Huber, 1991;Tippins and Sohi, 2003). Market and adhocracy culture focus on the external environment to encourage competitiveness and increase profits (Al Murawwi et al., 2014;Dwyer et al., 2003). They may lead to less knowledge sharing because knowledge is seen as power. ...
The study aimed to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning.
A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates. Structural equation modeling was used to test the relationships between the variables.
The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior.
The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Secondly, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge technological capabilities.
This research has added knowledge about the relationship between culture types, knowledge technological capabilities, and organizational learning, particularly in the United Arab Emirates. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.
... There have therefore been a number of studies on human resources aspects of the UAE public sector. Very few studies, however, have examined organizational culture (Al-Khalifa and Aspinwall, 2001;Al Mehrzi and Singh, 2016;Al Murawwi et al., 2014;Chidambaranathan and Regha, 2016;Martin and Desmond, 2013;Ralston et al., 2012), and none of these have tested the relationships between organizational culture type, trust in management and career satisfaction. This study attempts to fill this gap. ...
Purpose: This paper examines the impact of organizational culture on trust in top management and career satisfaction. The concept of culture was split into four types, “clan”, “adhocracy”, “hierarchy” and “market”.
Design/Methodology/Approach: A self-administered questionnaire was used to collect data from 128 mid-level managers in ten public sector organizations in the United Arab Emirates. The questionnaire included demographic questions and three established scales to measure culture type, trust in top management, and career satisfaction. Correlation and regression analysis were used to examine relationships between variables.
Findings: Respondents from “clan” and “adhocracy”-type organizations tended to have more trust in top managers than those from other culture types. Respondents from “clan”-type organizations also had greater career satisfaction. Only a clan-type organizational culture significantly predicted career satisfaction.
Research Limitations/Implications: The study is based on a small number of mid-level
managers working in ten public sector organizations. This limits the generalizability of the
results. Future studies should examine both public and private sector organizations operating in various industries across the United Arab Emirates, to increase the generalizability of the findings. The study results will assist organizational policy-makers who wish to transform their organizational culture to one that will increase the career satisfaction of managerial staff and their trust in senior managers.
Originality/value: The study contributes to the literature on organizational culture, particularly on the relationship between trust and career satisfaction in the public sector in the United Arab Emirates.
... Many books and articles have been written on the fact that organisational culture change is difficult. These difficulties appear first in implementation and then in solidifying this change until the new culture becomes engrained (Beer & Nohria 2000;Day 2009;Schneider et al. 1996;Collins 2005b;Al Murawwi et al. 2014;Tidd et al. 2005). ...
The goal of this research paper is to look at existing charities to examine organisational culture and evaluate this against the implementation of change, and to provide guidance and instruction for The Norwegian Mission Society (NMS) in the future.
Are there certain characteristics that need to exist in an organisation’s culture in order for change to be successfully implemented?
As the research question seeks to determine if a common set of characteristics exist, the research philosophy has a stronger basis in epistemology than ontology or axiology. Therefore, a largely epistemological paradigm is the basis for the research philosophy. The tactic of determining a new theory after the collection of data, or an inductive approach, was chosen; utilising Grounded Theory and Critical Incident Technique.
The data collected revealed three qualities that were consistently in the top 3 list of qualities desired, regardless of which independent variable was used. These were “Concise”, “Creation”, and “Cause”.
The quality “Concise” sought to measure how important it was to each individual respondent that the “change plan” be lengthy or of few words.
“Creation” was designed to identify how important it was that the respondent was involved in making choices as the organisation transformed.
Lastly, the degree of importance to each individual as to the purpose and goal of the organisation being clear in the description of the change was labelled “cause”.
Thereby the research question was answered positively; a common set of organisational cultural characteristics does exist in charities that have successfully implemented change. This research identifies the power of “a couple of questions”; one or two strategic questions which empower and enable people at all levels in the organisation to make decisions in the process of strategic change. By creating a question or statement that employees and stakeholders can pose before making decisions, many of the details of the implementation of change can be moved from a static plan to an empowered group of problem solvers, who gain increased ownership of the organisation.
Organizational culture and leadership are part of human resources which are one of the capital and have a very important role for the success of a company or organization because good human resource management is the key to the successful achievement of the company's goals. The success of an organization in achieving its goals in addition to requiring a good organizational culture, also depends on the implementation of the leadership style. A strong leadership style in the organization is used to direct all available resources in achieving goals and optimizing success in a company. This study aims to determine to test and analyze the influence of Organizational Culture and Transformational Leadership Style on Employee Performance at RTTL.EP. The aspects studied are the employee's work culture, the leadership style of a leader, and the impact of the process of the two variables which will result in employee job performance. The phenomenon in this research is explored with quantitative methods. Data collection techniques are by distributing research questionnaires, interviews, and collecting secondary data. The sample taken was 180 samples of RTTL.EP employees. The results of this study are expected to be used as a work evaluation to improve organizational culture, leadership, and performance, this research can be used as a direction in improving employee performance at RTTL.EP so that it is always in line with the Vision and Mission of RTTL.EP, which is to provide quality programs to the audience.
El presente artículo tiene por objetivo analizar las concepciones sobre Calidad de Vida Laboral (CVL) en las organizaciones, a través de la revisión de distintas investigaciones encontradas en bases de datos especializadas durante los últimos 10 años. El estudio es una revisión sistemática (RS) descriptiva de literatura, siguiendo las directrices de la declaración PRISMA. En total se revisaron y analizaron 63 artículos de las bases de datos ScienceDirect, SciELO, Dialnet y Redalyc, que abordan las concepciones acerca de CVL en las organizaciones. Como conclusión, se menciona que la CVL se considera una categoría de análisis relativamente joven, que presenta variedad de definiciones operativas, que resultan por sí solas insuficientes para articular modelos teóricos bajo una única perspectiva; así, es necesario continuar con la investigación sobre CVL, para ampliar y fundamentar a través del estudio empírico una comprensión más clara, dado que esta categoría puede propender a la humanización de los puestos de trabajo y a mejorar la dignidad de los colaboradores.
Introducción:
Las diferentes concepciones de la cultura organizacional se han desarrollado en las últimas décadas, dependiendo de éstas, se proponen, desarrollan y evalúan estrategias de intervención encaminadas a mejorar el bienestar de los miembros que las conforman.
Objetivo:
Describir las concepciones de cultura organizacional en las publicaciones de la base de datos EBSCO host durante los últimos seis años.
Materiales y métodos:
Revisión sistemática descriptiva de 71 artículos publicados en la base de datos EBSCO host, desde el año 2012 hasta el 2017.
Resultados:
Se identificó 110 definiciones de cultura organizacional, las cuales se clasificaron en cinco subcategorías: valores y creencias organizacionales, actitud organizacional, identidad organizacional, empresarial y aprendizaje organizacional.
Conclusiones:
La cultura organizacional se comprende desde diversas concepciones, vislumbrando con ello el desarrollo y aporte académico que ha tenido dicha temática.
Although numerous studies have discussed the importance of the relationship between knowledge management and software process improvement (SPI), a research gap still exists in relation to how the specific role of knowledge sharing influences successful SPI implementation. This study advances our knowledge by developing an innovative model for exploring the impact of knowledge sharing on SPI success, the impact of knowledge sharing in specific organizational cultures, and how the support of top management specifically influences the path to SPI success. To empirically test the model, this study adopts the statistical technique of partial least squares (PLS) to analyze 118 samples collected from SPI-certified Taiwanese organizations. The results suggest that clan-type organizational culture has a stronger association with knowledge sharing than hierarchy-type in the context of SPI success. SPI knowledge sharing is found to be a mediator of both clan culture and top management support in the context of SPI success. The findings also include the implication to improve our knowledge about how organizational culture and top management support drive effective knowledge sharing on the way to SPI success.
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