Organizational culture and knowledge sharing: critical success factors

Abstract

Purpose-This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing. This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter. Design/methodology/approach-The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors. Findings-The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations. Research limitations/implications-The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation. Originality/value-Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world. These factors define people's beliefs and behaviours, and thus exercise strong influence in the performance of business organizations. This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad.

The influence of demographic and organizational factors on knowledge sharing among employees in organizations

“…Knowledge sharing is a process in which internal (tacit) knowledge of an individual can be converted into comprehensible and practically applicable knowledge of others. As a prerequisite knowledge sharing, an individual or a group must collaborate with other members of the organization in order to mutually share knowledge, resulting in common organizational benefit [2,24]. The process of generation of intellectual assets involves sharing of knowledge between employees, departments and even with other businesses if it is aimed at achieving organizational goals.…”

“…This process is being realized through the possibility of generating new organizational knowledge arising from the process of knowledge sharing [25]. The objective is the creation of a business environment in which power lies in knowledge sharing between employees and not in a jealous and selfish keeping of that knowledge only for themselves [2].…”

“…It is today one of the key drivers of modern organizations and has the same importance as effectiveness and competitiveness [1]. Knowledge is one of the key parts of organizational processes, practices, norms and routines [2], and it arises in the minds of employees by interaction of their prior experience, intuition and attitude with imagination -the ability to visualize and create new ideas [3]. The most important characteristic of knowledge is its originality and uniqueness; when certain knowledge is created, it cannot be duplicated or replaced by some other knowledge, which makes it a key strategic resource of modern organizations [4].…”

Application of the SECI Model Using Web Tools to Support Diabetes Self-Management and Education in the Kingdom of Saudi Arabia

“…• Trust is a strong factor that influences the sharing of knowledge among members in an organisation [40] [41]. Trust creates the atmosphere necessary for engaging with others especially when the regulations and rules insufficiently ensure their perceived behaviour [40].…”

“…• Communication and interaction between members inside and outside the organisation is essential for sharing knowledge [41]. One of the barriers of KM practices in Saudi Arabian context is the lack of effective organisational communication [51].…”