دانلود رایگان مقاله انگلیسی چگونگی تاثیر فرهنگ بر اشتراک دانش در عملکرد سازمانی: رویکرد fsQCA - الزویر 2018

ABSTRACT

Knowledge sharing is crucial for attaining a competitive edge in organizations. Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance. Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization. The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

Conclusions and future research

This analysis shows that the significant contribution of knowledge sharing in any organization could improve performance when there is an enabling culture. fsQCA provides an innovative analytic technique to compare the impact of organizational culture on the implementation and the continuous practice of an integrated business-knowledge process. The results provide possibilities for enhanced performance when an enabled environment exists for generating new knowledge. The use of fsQCA in this research offers a new understanding of the contribution of knowledge sharing to organizational performance. This study has some limitations. First, the proposed conceptual model considered only three components; therefore, other components, such as leadership, might support the explanation of antecedent conditions for complex solutions. Future work should consider including other organizational operation factors by identifying specific characteristics of organizations based on country of operation; for example, factors associated with organizations in China might not apply to organizations in the United States. Third, this study focuses mainly on a truth table complex solution, considering organizational factors as an indirect variable for the organizational performance outcome; however, multiple indirect variables yield more solutions, which provide more analytical results for future work to improve the validity of the results.