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

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

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 cu...

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Bibliographic Details
Published in:Business process management journal Vol. 30; no. 2; pp. 586 - 611
Main Authors: Raziq, Muhammad Mustafa, Jabeen, Qudsia, Saleem, Sharjeel, Shamout, Mohamed Dawood, Bashir, Samad
Format: Journal Article
Language:English
Published: Bradford Emerald Publishing Limited 17-04-2024
Emerald Group Publishing Limited
Subjects:
Aerospace industry
Attitudes
Behavior
Competitive advantage
Cooperation
Corporate culture
Data analysis
Employees
Explicit knowledge
Knowledge management
Knowledge sharing
Markets
Organizational aspects
Turkey
Pakistan
Knowledge sharing
UAE
Turkey
Pakistan
Organizational performance
Organizational culture
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Summary: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.
ISSN:1463-7154
1758-4116
DOI:10.1108/BPMJ-07-2023-0549