The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

2020 ◽  
Vol 39 (3) ◽  
pp. 45-54 ◽  
Author(s):  
Salman Bashir Memon ◽  
Jawaid A. Qureshi ◽  
Imdad Ali Jokhio
Keyword(s):  
Organizational Culture ◽  
Qualitative Study ◽  
Knowledge Sharing

scholarly journals The role of organizational culture, knowledge sharing and job satisfaction in higher education

2020 ◽  
pp. 3957-3966
Author(s):  
Fahmi Jahidah Islamy ◽  
Tjutju Yuniarsih ◽  
Eeng Ahman ◽  
Kusnendi Kusnendi
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Sharing

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

The quasi-moderating role of organizational culture in the relationship between rewards and knowledge shared and gained

2014 ◽  
Vol 18 (1) ◽  
pp. 19-37 ◽  
Author(s):  
Serdar Durmusoglu ◽  
Mark Jacobs ◽  
Dilek Zamantili Nayir ◽  
Shaista Khilji ◽  
Xiaoyun Wang
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Hierarchical Regression ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Supportive Culture ◽  
Technical Theory ◽  
The Relationship ◽  
Moderating Role

Purpose – The purpose of this paper is to clarify the role of organizational culture and rewards in stimulating the sharing and gaining of knowledge. Design/methodology/approach – Hierarchical regression using survey data. Findings – The analyses show that rewards and organizational culture of knowledge transfer influence the knowledge shared and knowledge gained. Moreover, culture and rewards interact to influence knowledge gained, but not knowledge shared which leads to the conclusion knowledge gaining can be induced by rewards, even in the absence of a supportive culture. Research limitations/implications – The findings are consistent with socio-technical theory (STT) and the discussion positions this perspective as useful for future knowledge management studies. This research confirms that knowledge sharing and gaining are uniquely different activities that respond differently to culture and rewards. Originality/value – This study combines the work of different fields by focusing on knowledge sharing and gaining in a single study. Through this process, a bridge between organizational learning theory and STT is revealed.

scholarly journals Griping and Joking as Identification Rituals and Tools for Engagement in Cross-Boundary Team Meetings

2017 ◽  
Vol 38 (6) ◽  
pp. 753-774 ◽  
Author(s):  
Vanessa Pouthier
Keyword(s):  
Palliative Care ◽  
Qualitative Study ◽  
Knowledge Sharing ◽  
Team Communication ◽  
Building Relationships ◽  
Team Members ◽  
Team Meetings ◽  
Communicative Activities

This article explores the role of griping and joking behaviors in cross-boundary teams. Those socio-emotional behaviors often go unnoticed in studies of team communication, as does more broadly the work of building relationships. Given the growing recognition that the quality of connections among team members significantly influences the quality of coordinating and knowledge-sharing practices in cross-boundary teams, this seems an important lacuna to address. Drawing on a qualitative study of a cross-occupational team responsible for palliative care and oncology patients, I illustrate how those mundane, recurrent communicative activities, which may appear tangential to the task at hand, have important relational and emotional consequences for the functioning of cross-boundary teams. Based on the observed characteristics and effects of a variety of griping and joking behaviors, I propose to conceptualize those communicative activities as identification rituals. I discuss the implications of this work for both research on the production of positive relational realities in cross-boundary teams and the study of organizational griping and humor.

scholarly journals Challenges of organizational culture during the COVID-19 coronavirus pandemic

2021 ◽  
pp. 75-87
Author(s):  
Irina Ceacir ◽  
Keyword(s):  
Organizational Culture ◽  
Qualitative Study ◽  
Transition Period ◽  
Employee Relations ◽  
Online Activity ◽  
Republic Of Moldova ◽  
The World ◽  
Rapid Pace ◽  
The Republic

This article examines challenges that can be confronted at work by managers and other employees during the COVID-19 coronavirus pandemic. Increased attention is give to the role of organizational culture in the transition period from ofice work to online activity, such that several basic elements are readjusted. The change that is taking place around the world brings discomfort and a need to adapt to conditions other than they were before the pandemic and at a rapid pace. At the same time, a special emphasis is placed on the analysis of the manager-employee relations, but also on the possibility or impossibility of keeping the job or advancing in this period of crisis. It shows what are the obstacles that determine failure in the workplace, but what are the benefifi ts of adapting to online work and the digitization process. It explains how the leaders and employees should act to increase and streamline the services they provide during the pandemic, but also the effects that could occur in the postCOVID-19 period. The article analyzes through a qualitative study the situation at work of employees in the Republic of Moldova and the predominant values during the pandemic in the organizations in which they operate.

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