Influence of Organizational Culture, Organizational Trust and Self-Efficacy on Knowledge Sharing Behavior by Mediating Organizational Commitments Study on Auditors of District/City Inspectorates in East Java Province

Abstract

The role of individual's knowledge on the development of an organization demonstrates pivotal lieu for both public and private sector organizations. The needs for public sector workers who posses knowledge encourage awareness on the importance of knowledge acquisition particularly for the knowledge mastered by each of individual in the organization. Employees involved in knowledge sharing activity will boost performance and productivity. The process of knowledge sharing in an organization is driven by several factors including organizational culture, organizational trust, self efficacy and organizational commitment. This research aims to investigate and reveal how organizational commitment as the mediating variable on the relationship among organizational culture, organizational trust and self efficacy toward knowledge sharing behavior variables. This research is conducted at Inspectorate of local governments in East Java province which took 268 respondents as its sample by using Partial Least Square analysis (Warp PLSV.5). The result shows that organizational culture, self efficacy and organizational commitment influence knowledge sharing behavior; yet, organizational trust does not affect knowledge sharing behavior. It indicates that greater level of organizational culture, self efficacy and organizational commitment in public sector will result in greater knowledge sharing behavior; however, higher level of organizational trust does not increase knowledge sharing behavior in public sector context. The finding of this research proves that organizational commitment is able to partially mediate the effects of organizational culture and self efficacy on knowledge sharing behavior; further, organizational commitment has a function as a full mediation on the effect of organizational trust on knowledge sharing behavior.

Determinants of knowledge sharing among civil servants and the moderating effects of leadership styles

“…This research was also conducted in Indonesia with several employees as respondents in Central Kalimantan Province, Indonesia. In line with a study conducted by Wahyudi et al (2020), the self-efficacy of auditors positively affects knowledge-sharing behavior in East Java Province, Indonesia. Research by Al Hawamdeh and AL-edenat (2022) also shows self-efficacy as a driver for sharing employee knowledge in public organizations in Jordan.…”

“…This organizational commitment will raise workers' sense of duty to assist the organization in achieving its objectives, emotional commitment to the organization, and the expectation that increased performance would be appropriately rewarded (Iebra Aizpurúa et al, 2011). Research from Wahyudi et al (2020) proves that organizational commitment positively affects knowledge-sharing behavior in the East Java Province Auditors Province, Indonesia. The study of Rasdi and Tangaraja (2020) on the Malaysian public service administrator also shows that an affective organizational commitment was an intermediary factor that enables administrators with intrinsic motivation to engage in knowledge-sharing behavior.…”

“…In the age of knowledge workers, intra-organizational information exchange is critical for establishing and maintaining organizational success (Zenk et al, 2021). Knowledge sharing is a phase in knowledge management that allows employees of a firm or organization to expand their skills, thoughts, and experiences with others (Wahyudi et al, 2020). Knowledge sharing enables improving knowledge in an organization for long-term progress and service to society (Tuan, 2017).…”

Impact of Organizational Culture on Knowledge Sharing Behavior

“…The results of a review of 26 relevant articles indicate that several important matters are discussed in more depth. In the 26 articles reviewed in this study, 13 studies measured the direct influence of organizational culture on knowledge sharing [35][36][37][38][39][40][41][42][43][44][45][46][47][48]. All these studies show the same results, namely that organizational culture has a positive and significant effect on knowledge sharing behaviour.…”

“…The influence of organizational culture on knowledge sharing can be strengthened by mediating variables. Several studies have shown an indirect effect of organizational culture on knowledge sharing through mediating variables, namely subjective norms [35], sense of well-being [10], trust [5], job autonomy [51], formal knowledge governance mechanism, knowledge-sharing opportunity [20], organizational commitment [43]; and job satisfaction [52]. Therefore, anyone who is committed to developing knowledge-sharing behaviour among organizational members, they must pay attention to subjective norms, sense of well-being, trust, formal knowledge governance mechanisms, knowledge-sharing opportunities, organizational commitment and job satisfaction of employees.…”