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Impact of Organizational Culture on Knowledge Sharing Behavior

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DOI: 10.2991/assehr.k.210212.073

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 Advances in Social Science, Education and Humanities Research, volume 526
Proceedings of the 4th International Conference on Research of Educational Administration and
Management (ICREAM 2020)

Impact of Organizational Culture on Knowledge

Sharing Behavior

Fransiskus Sawan1,2,*, Suryadi1, Nurhattati1

1
Department Education Management Study Program, 2Program Study of Elementary School Teacher Education
1
Universitas Negeri Jakarta, 2Universitas Katolik Indonesia Santu Paulus Ruteng
Jakarta, Indonesia
*[email protected]

Abstract—Knowledge is one of the important sources in an Many factors influence knowledge sharing behaviour. The
organization. Therefore, knowledge management is needed so results of a literature review of 58 articles on knowledge
that knowledge can be utilized effectively and efficiently. One sharing show that many factors influence knowledge sharing.
dimension of knowledge management is knowledge sharing Some of these are predictors that are often studied. These
behaviour. This is influenced by many factors. One of them is predictor factors include organizational culture in addition to
organizational culture. Unfortunately, the literature that other factors such as transformational leadership, ethical
comprehensively reviews the influence of organizational culture leadership, management support, trust, motivation, self-
on knowledge sharing behaviour has not been widely found. This
efficacy, enjoyment in helping others, and affective
study aims to fill that gap. This research was conducted using a
commitment [5]. Unfortunately, so far, there has been no
meta-synthesis method with a meta-aggregation approach. The
literature reviewed was limited to Scopus indexed articles written
comprehensive literature review on the influence of
in English and published in 2011-2020. The literature reviewed is organizational culture on sharing behaviour. This study intends
only articles containing quantitative research results. The articles to review the literature on this topic from Scopus indexed
are searched using search engines. The results of the study show articles published in the last 10 years. This study aims to
that organizational culture affects knowledge sharing both provide a comprehensive overview of the influence of
directly and through 8 mediating variables, namely formal organizational culture on knowledge sharing behaviour, either
knowledge governance mechanisms, job autonomy, job directly or through mediating variables.
satisfaction, knowledge-sharing opportunity, organizational
commitment, sense of well-being, subjective norms, and trust. II. LITERATURE REVIEW
The direction (positive or negative) and the level of significance of
the influence of organizational culture on knowledge sharing A. Organizational Culture
depend on the type of organizational culture. The development of
knowledge sharing behaviour can be done by creating a culture Every organization has a personality like humans.
conducive to sharing knowledge or by strengthening the Organizational personality is the culture [6]. It can be
influence of organizational culture through mediating variables. characterized as very rigid or flexible, friendly or supportive,
The results of this study enrich the theory of organizational innovative, or conservative. This kind of personality is
culture and knowledge management and assist policymakers in included in a meaning system that is shared by its members and
providing interventions to develop knowledge sharing behaviour. guides their behaviour in organizational life. This system of
meaning is the characteristic that differentiates an organization
Keywords—organizational culture, knowledge sharing, from other organizations [7]. It includes a set of values,
knowledge management principles, traditions, and ways of working that influence the
behaviour of organizational members [8]. Based on a number
I. INTRODUCTION of these characteristics, organizational culture can be divided
into several types as can be seen in table below.
Knowledge is one of the organizational resources.
Therefore, in any organization, knowledge management is
something that needs serious attention so that it can be carried
out effectively and efficiently. One of the dimensions of
knowledge management is knowledge sharing. The knowledge
sharing behaviour between members and departments in an
organization has enormous benefits. The results showed that
knowledge sharing can increase productivity [1]; job-
satisfaction [2]; creativity [3]; innovation capability [4]; etc.

Copyright © 2021 The Authors. Published by Atlantis Press SARL.

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 Advances in Social Science, Education and Humanities Research, volume 526

TABLE I. TYPES OF ORGANIZATION III. RESEARCH METHODS

No Type of Organizational Culture References This research was conducted using a meta-synthesis
1 Bureaucratic, supportive, innovative culture [9,10] method with a meta-aggregation approach [31]. By using this
2 group, development, rational and hierarchical [11,12]
culture
method, the researcher wants to synthesize the results of
3 Involvement, consistency, adaptability, and [13] previous studies qualitatively [32]. The research was carried
mission culture out in accordance with the following stages [33]: (1)
4 Innovative, competitive, bureaucratic and [14] formulating the review question, (2) conducting a systematic
community culture literature search, (3) screening and selecting appropriate
5 achievement, humanistic, and adaptive culture [15] research articles, (4) analysing and synthesizing qualitative, (5)
6 Clan, adhocracy, market and hierarchy culture [16-21] maintaining quality control, and (6) presenting findings.
The Table 1 shows that there are many types of The review questions that were explored for answers
organizations. Each type shows the dominant characteristics through this research have been formulated in the introduction
which are the core values of the organization. Several types of section, namely how a comprehensive conceptual model of the
culture can exist simultaneously in an organization. However, influence of organizational culture on knowledge sharing
one another differs in the level of dominance. behaviour. Researchers explore answers to review questions in
articles that contain previous research on this topic.
B. Knowledge Sharing Behaviour Researchers use SEforRA to find relevant articles. Researchers
explore answers to review questions in articles that contain
Knowledge sharing is part of knowledge management. It is previous research on this topic. Researchers used the Engine
one of the main activities in knowledge management [22]. This for Research Articles - SEforRA [34] to search for relevant
behaviour is important to grow in an organization to ensure that articles.
every important information is conveyed to the right people
and quickly [23]. Therefore, in an organization, the process of Article searches were carried out using the keywords
transferring knowledge between individuals, groups, and "organizational learning" and "knowledge sharing”. Searches
individuals with groups must be carried out [24]. In this were limited to Scopus indexed articles 4th quarter (Q4) - 1st
process, there is an exchange of knowledge, both tacit and quarter (Q1) published in English in 2001-2020. Furthermore,
explicit knowledge [25]. Tacit knowledge contains subjective, researchers screen and select using the following criteria: 1)
intuitive insights, and is rooted in behaviour and experience there is the phrase "organizational behaviour" and "knowledge
[26]. While explicit knowledge is the knowledge that can be sharing" in the title or both phrases include the article's
codified formally and systematically [23,27]. It can be shared keywords; 2) the approach used in data analysis is quantitative;
and stored in verbal, textual, visual, or numeric form. (3) there is a statistical test of the effect of organizational
behaviour on knowledge sharing, both directly and through
Knowledge sharing is an activity that requires appropriate mediating variables. The articles matching the criteria were
mechanisms and media to make it run efficiently and analysed and synthesized. This stage is carried out to find the
effectively. One well-known mechanism is the "SECI Process results of previous research and summarize them qualitatively
of Knowledge Spiral" [26,28]. SECI process is an acronym for in order to obtain a more comprehensive conceptual model.
Socialization, Externalization, Combination, Internalization. Quality control of the analysis and synthesis processes is
Meanwhile, Yi developed 4 dimensions of knowledge sharing carried out using reputable references.
based on the views of Bartol and Srivastava [29,30]. The four
dimensions are written contributions, organizational
communications, personal interactions, and communities of IV. RESULTS AND DISCUSSION
practice. In this way, tacit knowledge can turn into explicit
knowledge and vice versa. Moreover, knowledge can be made A. Article Search Results with SEforRA
available to the right people and quickly. With the SEforRA search engine, researchers search for
articles with the keyword "organizational culture". The search
Based on the description above, it can be concluded that results can be seen in Figure 1.
knowledge sharing is the activity of distributing and
communicating knowledge both orally and in writing to other
parties. These activities can occur between individuals, work
units or departments as well as with the general public. The
type of knowledge that is shared and communicated can be
both tacit and explicit. Knowledge sharing activities can be
carried out by means of socialization, externalization,
combination, internalization mechanisms.
Fig. 1. Scopus indexed article data on organizational culture.

Figure 1 shows that the Scopus indexed articles about

organizational culture are as many as 762 articles. The articles

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 Advances in Social Science, Education and Humanities Research, volume 526

consist of 362 Q1, 148 Q2, 172 Q3 and 80 Q4. Meanwhile, a organizational culture can foster and develop knowledge-
search using the keyword "knowledge sharing" is shown in sharing behaviour both among individuals and between work
Figure 2. units within an organization. Leaders and policymakers who
are committed to developing subordinate behaviour must be
able to build an organizational culture that supports the
development of such behaviour among organizational
members.
A culture that is conducive to the development of
knowledge-sharing behaviour is indicated in several studies
Fig. 2. Scopus indexed article data on knowledge sharing. examining the influence of certain types of culture on
knowledge sharing. Some researchers refer to Cameron &
Figure 2 shows that the Scopus indexed articles about Quinn's [16] views on organizational types. They measure the
“knowledge sharing” are as many as 1032 articles. The Scopus influence of clan culture, adhocracy, market, and hierarchy on
indexed articles are as follows 495 Q1, 3113 Q2, 167 Q3 and knowledge sharing [17-21]. Their results showed that clan
57 Q4. The search results can be more than those found if the culture had a positive and significant effect on knowledge
search with the same engine or other search engines is sharing [17-19,21]. All of these studies, although carried out in
continued. However, due to limited time to search and review different contexts, have the same results. Therefore, clan
it, researchers did not continue the search process. culture is the most conducive culture and supports knowledge
sharing behaviour. Meanwhile, research on the influence of
B. The Rresults of the Screening and Selecting of Articles other cultures on knowledge sharing shows different results.
Articles that were found were screened and selected using Adhocratic culture has a positive effect on knowledge sharing
[19]. The results of other studies show the opposite results
the criteria described in the research methods section. The
[17,21]. The results of Uppiah & Sandhu's research show that
results of screening and selecting can be seen in Figure 3.
market culture has no effect on knowledge sharing. While other
studies have shown a positive and significant influence on
7 market culture on knowledge sharing [19,21]. Inconsistent
6
6 research results also occur in research on the influence of
5 hierarchical culture on knowledge sharing. There are research
5
results that show a significant influence of hierarchical culture
4 on knowledge sharing [12,19,20]. The opposite results are
3 3 3 3
3
shown in other studies [17,18,21]. This means that the culture
2 of adhocracy, market, and hierarchy can affect knowledge
2 sharing if other supporting conditions are fulfilled.
1
1 Other types of culture that affect knowledge sharing are
0 0
0 bureaucratic, supportive and innovative [10], trust,
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 communication, leadership [49], collaborative [50], relation
orientation [51], collectivistic and high uncertainty avoidance
Fig. 3. Articles data based on the year of publication. [52]. Empirically and statistically, all types of organizational
culture are proven to have a positive and significant effect on
Figure 3 shows that in 2013 and 2015, there were no knowledge sharing. Leaders and policymakers can develop
articles relevant to this study (none of the articles matched the knowledge sharing behaviour of members by building a
selection criteria for articles reviewed). This topic has been bureaucratic, supportive, innovative, trust, communication,
discussed more heavily in the last 5 years. This is in parallel collaborative, relation orientation, collectivistic, and high
with the increasing awareness of the importance of sharing uncertainty avoidance culture. It is increasingly clear that the
knowledge so that knowledge which is important for influence of organizational culture on knowledge sharing
organizational development is always available to the right behaviour depends on the type of organization.
people and quickly.
The influence of organizational culture on knowledge
sharing can be strengthened by mediating variables. Several
C. Analysis and Synthesis (Discussion) studies have shown an indirect effect of organizational culture
The results of a review of 26 relevant articles indicate that on knowledge sharing through mediating variables, namely
several important matters are discussed in more depth. In the subjective norms [35], sense of well-being [10], trust [5], job
26 articles reviewed in this study, 13 studies measured the autonomy [51], formal knowledge governance mechanism,
direct influence of organizational culture on knowledge sharing knowledge-sharing opportunity [20], organizational
[35-48]. All these studies show the same results, namely that commitment [43]; and job satisfaction [52]. Therefore, anyone
organizational culture has a positive and significant effect on who is committed to developing knowledge-sharing behaviour
knowledge sharing behaviour. This means that a conducive among organizational members, they must pay attention to

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 Advances in Social Science, Education and Humanities Research, volume 526

subjective norms, sense of well-being, trust, formal knowledge the scope of the object of study is wider. This can be done in
governance mechanisms, knowledge-sharing opportunities, future research.
organizational commitment and job satisfaction of employees.
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