Organizational Culture and Tacit Knowledge Sharing: Empirical Evidence From Croatia

Abstract

The paper aimed to investigate the influence of organizational culture types on tacit knowledge sharing in medium and large enterprises in Croatia. For research, organizational culture is differentiated according to the typology based on the Competing Values Framework. In the theoretical part, the basic concepts and open questions related to the issues of the subject research are systematized and analyzed. The empirical part of the paper presents the results of a survey conducted on 14 medium and large companies in the Croatian economy. A total of 492 knowledge workers were surveyed in these companies. Multiple regression was used to assess the research model. The results of the research showed that organizational culture significantly influences tacit knowledge sharing, where the mentioned influence can be positive or negative, depending on the culture type. More precisely, it was found that clan and adhocracy cultures have a positive, and market culture has a negative impact on tacit knowledge sharing. However, no statistically significant influence of hierarchy culture on tacit knowledge sharing has been proven. The results of this paper have significant theoretical and practical implications.