The Effect of Organisational Culture on Knowledge Management Systems Usage, Knowledge Sharing and Organisational Effectiveness

This paper examines organisational culture as an antecedent of knowledge management systems (KMSs) usage and knowledge sharing, which in turn affects organisational effectiveness in the context of multinational corporations (MNCs). It demonstrates how organisational culture affects perceived usefulness and perceived ease of use of KMSs that in turn influences knowledge sharing, which is hypothesised as the driver of organisational effectiveness in our conceptual model. The data were collected from a sample of 221 respondents via online questionnaire and analysed through employing PLS-SEM. The empirical results show that organisational culture positively affects the participants’ perceptions regarding the ease of use and particularly the usefulness of using KMSs. Furthermore, KMSs usage fosters knowledge sharing, and in turn organisational effectiveness. The findings extend existing knowledge through introducing organisational culture as an important determinant of KMSs usage, knowledge sharing and hence organisational effectiveness.