Authors: Mian M. Ajmal, Tauno Kekale, Kaj U. Koskinen
Addresses: Industrial Management, University of Vaasa, P.O. Box 700, FI-65101 Vaasa, Finland. ' Industrial Management, University of Vaasa, P.O. Box 700, FI-65101 Vaasa, Finland. ' Industrial Management and Engineering, Tampere University of Technology, P.O. Box 300, FI-28101 Pori, Finland
Abstract: This article aims to look at the relationship between organisational culture and knowledge-sharing practices in a project work context. The key objectives for this exploration is to consider the significance of organisational culture within project-based companies and to determine how organisational culture can assure that effective knowledge-sharing activities would be a permanent phenomenon in projects. An online survey was conducted to collect the data from project and assistant managers. The study attempts to find out the impact of organisational culture on knowledge-sharing activities, i.e., it aids the practitioners in responding to unusual impediments related to knowledge-sharing practices in the quest for sustainable competitive advantage. The results show that organisational culture significantly (positively) correlates with the knowledge sharing in project-based companies. It is advocated that project managers should harmonise knowledge-sharing practices with organisational cultures in order for the practices to be supported and protected.
Keywords: organisational culture; knowledge sharing; project-based companies; project environments.
International Journal of Project Organisation and Management, 2009 Vol.1 No.4, pp.358 - 374
Available online: 04 Nov 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article