The role of knowledge sharing culture in business performance

Laila Naif Marouf

30 citations0/0 files storedVINE Journal of Information and Knowledge Management Systems

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

Purpose The aim of this study is to investigate the role of knowledge sharing (KS) culture in leveraging knowledge management (KM) strategy and human resource (HR) strategy to improve business performance (BP). Design/methodology/approach A structured questionnaire survey was distributed to 120 randomly selected companies in Kuwait. A total of 392 valid responses were collected and tested using a structural equation model. Statistical analysis was conducted using SPSS and LISREL software to verify the research hypotheses. Findings The results revealed the impact of the mediating variable KS culture on the enhancement of BP. Both KM strategy and HR strategy were observed to have a positive direct effect on KS culture. Practical implications The results indicate that top management should make efforts to cultivate a KS culture to achieve better BP and future success. Originality/value The primary research contribution is the conceptual model for the role of KS culture as a mediator between KM strategy, HR strategy and BP.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance 1996Toward a knowledge‐based theory of the firm 1998Working knowledge: how organizations manage what they know 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1973Designing Complex Organizations 1998Alliances and networks

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