International Journal of Health Economics and Policy

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Knowledge Sharing: Exploring the Links to Organizational Culture

Received: Dec. 18, 2016    Accepted: Jan. 04, 2017    Published: Jan. 26, 2017
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Abstract

Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.

DOI 10.11648/j.hep.20170201.14
Published in International Journal of Health Economics and Policy ( Volume 2, Issue 1, March 2017 )
Page(s) 16-26
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Knowledge Management, Knowledge Sharing, Organizational Culture

References
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    Farshad Andam. (2017). Knowledge Sharing: Exploring the Links to Organizational Culture. International Journal of Health Economics and Policy, 2(1), 16-26. https://doi.org/10.11648/j.hep.20170201.14

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    ACS Style

    Farshad Andam. Knowledge Sharing: Exploring the Links to Organizational Culture. Int. J. Health Econ. Policy 2017, 2(1), 16-26. doi: 10.11648/j.hep.20170201.14

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    AMA Style

    Farshad Andam. Knowledge Sharing: Exploring the Links to Organizational Culture. Int J Health Econ Policy. 2017;2(1):16-26. doi: 10.11648/j.hep.20170201.14

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  • @article{10.11648/j.hep.20170201.14,
      author = {Farshad Andam},
      title = {Knowledge Sharing: Exploring the Links to Organizational Culture},
      journal = {International Journal of Health Economics and Policy},
      volume = {2},
      number = {1},
      pages = {16-26},
      doi = {10.11648/j.hep.20170201.14},
      url = {https://doi.org/10.11648/j.hep.20170201.14},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.hep.20170201.14},
      abstract = {Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.},
     year = {2017}
    }
    

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    AB  - Countless studies have examined the relationship between organizational culture and knowledge management, and yet there is little research done on the relationship between organization culture and knowledge sharing in public organizations. The purpose of this paper is to explore the relationship between organizational culture and knowledge sharing among Ministry of cooperatives, labor & social welfare employees'. Data was collected via a questionnaire designed to measure the relationship between organizational culture and all kinds of knowledge's sharing. The data collected from 193 Ministry of cooperatives, labor & social welfare headquarter experts was explored by regression analysis. Among organizational culture, clan culture leaded the employees to share embedded knowledge on request and to specific persons rather than unrequested to specific persons. Also, it can be deduced that market culture stimulated the employees to share embedded knowledge on request to everybody rather than on request and to specific persons. Furthermore, market culture urged the employees to share embedded knowledge unrequested to specific persons rather than on request and to specific persons. Moreover, 2.72% of variation in embedded knowledge sharing was explained by clan culture meanwhile, 3.92% of variation in embedded knowledge sharing was explained by market culture. The study was limited to the mentioned ministry, hence the further survey should be carried out in other Iranian and overseas organizations in order to conduct a comparative study.
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Author Information
  • Ministry of Cooperatives, Labor & Social Welfare, Tehran, Iran

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