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

Oyemomi, Oluwafemi, Liu, Shaofeng, Neaga, Irina, Chen, Huilan and Nakpodia, Franklin (2019) How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach. Journal of Business Research, 94. pp. 313-319. ISSN 0148-2963

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Official URL: https://doi.org/10.1016/j.jbusres.2018.02.027

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.

Item Type: Article
Uncontrolled Keywords: Knowledge sharing, Culture, Innovation, Organizational performance, fsQCA
Subjects: N100 Business studies
Department: Faculties > Business and Law > Newcastle Business School
Depositing User: Becky Skoyles
Date Deposited: 20 Nov 2018 16:04
Last Modified: 19 Nov 2019 09:46
URI: http://nrl.northumbria.ac.uk/id/eprint/36832

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