Muhammad Mustafa Raziq, Qudsia Jabeen, Sharjeel Saleem, Mohamed Dawood Shamout, Samad Bashir
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We employ structural equation modeling for data analysis.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.</p><!--/ Abstract__block -->","PeriodicalId":47964,"journal":{"name":"Business Process Management Journal","volume":null,"pages":null},"PeriodicalIF":4.5000,"publicationDate":"2024-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Organizational culture, knowledge sharing and organizational performance: a multi-country study\",\"authors\":\"Muhammad Mustafa Raziq, Qudsia Jabeen, Sharjeel Saleem, Mohamed Dawood Shamout, Samad Bashir\",\"doi\":\"10.1108/bpmj-07-2023-0549\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. 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Organizational culture, knowledge sharing and organizational performance: a multi-country study
Purpose
Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.
Design/methodology/approach
We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.
Findings
Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.
Originality/value
While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.
期刊介绍:
Business processes are a fundamental building block of organizational success. Even though effectively managing business process is a key activity for business prosperity, there remain considerable gaps in understanding how to drive efficiency through a process approach. Building a clear and deep understanding of the range process, how they function, and how to manage them is the major challenge facing modern business. Business Process Management Journal (BPMJ) examines how a variety of business processes intrinsic to organizational efficiency and effectiveness are integrated and managed for competitive success. BPMJ builds a deep appreciation of how to manage business processes effectively by disseminating best practice. Coverage includes: BPM in eBusiness, eCommerce and eGovernment Web-based enterprise application integration eBPM, ERP, CRM, ASP & SCM Knowledge management and learning organization Methodologies, techniques and tools of business process modeling, analysis and design Techniques of moving from one-shot business process re-engineering to continuous improvement Best practices in BPM Performance management Tools and techniques of change management BPM case studies.