How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Research output: Contribution to journalArticle

Authors

External departments

  • University of Plymouth
  • University of Wales Trinity Saint David
  • Northumbria University

Details

Original languageEnglish
Pages (from-to)313-319
Number of pages7
JournalJournal of Business Research
Volume94
Early online date23 Feb 2018
DOIs
Publication statusPublished - 1 Jan 2019
Publication type

Research output: Contribution to journalArticle

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.