Knowledge sharing and organisational culture: The hidden moderator for competitive advantage Online publication date: Mon, 26-Nov-2018
by Hayati Abdul Jalal; Paul Toulson
International Journal of Knowledge Management Studies (IJKMS), Vol. 9, No. 4, 2018
Abstract: This research assesses how organisations' cultural values moderate employee perceptions of their knowledge sharing capability (KSC) for their perceptions of achieving knowledge sharing success (KSS). Specifically, it seeks to examine how organisational culture (OC) moderates the relationship between employees' KSC and KSS. Hierarchical regression analysis was utilised to analyse survey data of a sample of 270 employees from four Malaysian Information Technology (IT) organisations. Employees who rate themselves high in KSC exhibit higher levels of KSS, when the organisation nourishes high values of expertise and formal collaboration. The relationship between KSC and KSS is weaker when either formal collaboration or expertise is perceived to be lower. This research represents an early work on knowledge sharing that examines how employees' KSC within different cultural value orientations respond to KSS. It discusses implications for human resource management (HRM) practices.
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