Organizational culture and willingness to share knowledge: A competing values perspective in Australian context

Wiewiora, Anna; Trigunarsyah, Bambang; Murphy, Glen D.; Coffey, Vaughan

doi:10.1016/j.ijproman.2012.12.014

Cited by 143 publications

(143 citation statements)

References 32 publications

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“…Clearly, many previous studies revealed the importance of social interaction and processes for the knowledge transfer in project environments (e.g. Paranagamage et al, 2012;Roth, 2003;Wiewiora et al, 2013). However, from the perspective of these studies, social interactions are still channels or tools for the transmission of knowledge between one individual/project (sender) and another individual/project (receiver) (Noorderhaven and Harzing, 2009).…”

Section: Introductionmentioning

confidence: 99%

Learning between projects: More than sending messages in bottles

Hartmann

Dorée

2015

International Journal of Project Management

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Section: Introductionmentioning

confidence: 99%

Learning between projects: More than sending messages in bottles

Hartmann

Dorée

2015

International Journal of Project Management

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“…In addition, De Long and Fahey (2000) note that cultures that emphasise collaboration and frequency of interactions have greater KE outcomes. However, Wiewiora et al (2013Wiewiora et al ( : page 1170 found that project participants are often very protective of their knowledge, recognising its power and "withholding knowledge as being a way to advance their careers", i.e. a sign of competitiveness rather than collaboration.…”

Section: Frequency: Proactivitymentioning

confidence: 99%

Assessing collaborative performance on construction projects through knowledge exchange

Staykova

Underwood

2017

ECAM

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Purpose -How knowledge exchange can be used for the continuous assessment and improvement of collaborative performance of project-based organisations in construction is explored. Collaboration on construction projects must be facilitated by people alongside practice of continuous performance assessment and improvement. However, currently available assessment tools fail to explicitly define appropriate behaviours and actions due to a poor understanding of what it means for people to collaborate. On the other hand, it is established that knowledge exchange is the focus of collaborative efforts on construction projects; therefore, as most knowledge resides with people, it represents their role in collaboration.Design/methodology/approach -Through a phenomenological/interpretivist and qualitative methodology, how knowledge exchange can be used for the continuous assessment and improvement of collaborative performance in project-based organisations in construction is explored. A single case study of a UK rail strategic alliance was adopted and 6 semi-structured interviews were conducted and subsequently analysed through a thematic analysis.Findings -An assessment tool is proposed based on a set of 20 characteristics of knowledge exchange, divided into seven categories and linked to indicators of collaboration. The tool can be applied to highly collaborative projects where BIM and Lean are implemented, and project participants are collocated. By measuring their performance against the set criteria, project teams can assess which of their behaviours and actions are inappropriate, and focus their efforts on correcting them.Originality/value -Defining the abstract indicators traditionally used to assess collaboration in terms of characteristics pertinent to day-to-day communication amongst participants on collaborative projects to facilitate the continuous assessment and improvement of collaborative performance.

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“…Generally, an organisation's culture consists of practices, symbols, beliefs and assumptions that the members of an organisation share with regard to appropriate behaviour. Organisational culture can play a vital role in determining the success or failure of organisations' projects (Wiewiora et al, 2013;Kumar et al, 2012). Organisational culture has long been considered as an important means for organisations to adapt their internal conditions to the external ones.…”

Section: Organisational Culturementioning

confidence: 99%

The predictability of organisational culture for commitment among faculty members: evidence from Iran higher education

Masouleh

Allahyari

2017

IJMIE

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Abstract:Higher education is one of the effective factors for the realisation of economic, social and cultural development in a society. In addition, highly effective human resources play an important role in advancing policies and plans. This study aimed to investigate the level of and relationship between organisational culture and commitment among faculty members. The study was designed based on quantitative methods. The statistical population consisted of 224 faculty members from Islamic Azad University of Rasht Branch, Iran. Random stratified cluster sampling method was used to select 76 faculty members. This research made use of Allen and Meyer questionnaire to assess organisational commitment with 20 statements and Dennison questionnaire to assess organisational culture with 12 statements. Structural equation model confirm the appropriacy of the proposed model.

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Organizational culture and willingness to share knowledge: A competing values perspective in Australian context

Cited by 143 publications

References 32 publications

Learning between projects: More than sending messages in bottles

Learning between projects: More than sending messages in bottles

Assessing collaborative performance on construction projects through knowledge exchange

The predictability of organisational culture for commitment among faculty members: evidence from Iran higher education

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