Linkage Between Culture, Leadership, and Knowledge Sharing in MNCs

Abstract

The paper develops a theoretical model that focuses on the integrated effect of organizational factors on knowledge sharing, taking the moderating effect of training and development. The proposed hypotheses were tested with structural equations modeling using self-reports of 200 personnel working in Bngladesh-based MNCs. The organizational factors such as respect for people, job stability, aggressiveness, transformational leadership, transactional leadership and decentralization have a direct influence on knowledge sharing. The substantial effect of training and development was not evident in moderating the relationship between organizational factors and knowledge sharing. However, this study reveals that training and development moderates only the relationship between team orientation and knowledge sharing. the findings broaden the understanding of the impact of organizational culture, leadership, and training and development, and knowledge sharin. This study helps managers to formulate strategies and provide new knowledge to researchers to look further into this field.

Exploring the Role of HRM in Facilitating Collaboration and Knowledge Sharing in Decentralized Organizational Structures

“…On an organizational level, factors such as leadership styles, organizational culture, management support, rewards, collaborative climate, and university policies can affect knowledge sharing behaviors (Rahman et al, 2022;Yeo & Gold, 2014;Akosile & Olatokun, 2019;Wahyudi et al, 2019). For instance, transformational leadership, respect for people, and decentralization have been found to directly influence knowledge sharing practices within multinational corporations (Rahman et al, 2022).…”

“…On an organizational level, factors such as leadership styles, organizational culture, management support, rewards, collaborative climate, and university policies can affect knowledge sharing behaviors (Rahman et al, 2022;Yeo & Gold, 2014;Akosile & Olatokun, 2019;Wahyudi et al, 2019). For instance, transformational leadership, respect for people, and decentralization have been found to directly influence knowledge sharing practices within multinational corporations (Rahman et al, 2022). Moreover, the presence of an organizational climate that fosters fairness, belongingness, and perceived trustworthiness can significantly impact individuals' intentions to engage in knowledge sharing activities (Kim et al, 2015;Usoro et al, 2007).…”

“…3.5.1 An overview of how implementing a decentralized organizational structure impacts collaboration and knowledge sharing Implementing a decentralized organizational structure can have a significant impact on collaboration and knowledge sharing within an organization. Decentralization can influence knowledge sharing by affecting factors such as leadership styles, organizational climate, and the overall structure of the organization (Rahman et al, 2022;Kim & Park, 2020;. Rahman et al, 2022) highlight that factors like transformational leadership and decentralization directly influence knowledge sharing.…”

“…Rahman et al, 2022) highlight that factors like transformational leadership and decentralization directly influence knowledge sharing. Transformational leadership can create an organizational climate that supports collaborative knowledge sharing, thereby fostering organizational learning (Rahman et al, 2022).…”

“…Furthermore, the study by Rahman et al (2022) indicated that factors such as decentralization have a direct influence on knowledge sharing within multinational corporations. Alshwayat et al (2021) highlighted the significance of organizational context in influencing employee knowledge-sharing practices, suggesting a need to analyze how organizational culture impacts knowledge-sharing culture at different levels within formalized contexts.…”