Knowledge sharing and social dilemma in bureaucratic organizations: Evidence from public sector in Pakistan

• Published in: Cogent business & management Vol. 6; no. 1; pp. 1 - 18
• Main Authors: Amber, Quratulain, Ahmad, Mansoor, Khan, Iram A, Hashmi, Fakhar Abbas
• Format: Journal Article
• Language: English
• Published: Abingdon Taylor & Francis 2019; Cogent; Taylor & Francis Ltd; Taylor & Francis Group
• Subjects: Behavior; Bureaucracy; bureaucratic organizational structure; Employees; green tape; Knowledge management; Knowledge sharing; Mediation; Pakistan; Public policy; Public sector; red tape; social dilemma; Tacit knowledge; Pakistan
• ISSN: 2331-1975; 2331-1975
• DOI: 10.1080/23311975.2019.1685445

Bureaucratic organizational structure (OS) is perceived as an impediment to employees' positive behavior including their knowledge-sharing behavior. This study investigates the role of formal, centralized and hierarchal OS in shaping the knowledge sharing behavior of public employees. It investigates the mediation role of social dilemma, i.e., a clash between self and collective interests. Cross-sectional data are collected from 309 executive employees of five federal ministries in Pakistan. The results confirm that formal and centralized OS receive significant positive association, whereas hierarchal OS receives a significant negative association with employees' knowledge-sharing behavior. Partial negative mediation role of the social dilemma is also evident from the results. It implies that employees prefer to pursue self-interest when they find a clash between self and collective interests. Therefore, the study suggests concrete measures in human resource policies and practices that may improve the ethical environment of public sector institutions.