Company Culture, Knowledge Sharing and Organizational Performance. The Employee's Perspective

Abstract

Knowledge sharing, as a basic prerequisite for knowledge creation, is a dynamic social process characterized by profound human interactions. The process of knowledge sharing can be supported by the organizational culture which is a set of values and norms giving identity to each enterprise. As a valuable element of intellectual capital, organizational culture contributes to achieving strategic business goals. The purpose of this article is to explore the impact of organizational culture, and its axiological, and behavioural dimensions, on knowledge sharing and company performance from the employee’s perspective. Human resources are the most critical assets for organizational performance. Their utility under the conditions of network organization depends on to a very high degree of the organizational culture that enhances loyalty, commitment and job satisfaction of employees, encourages knowledge sharing, and as a result, improves the overall organizational performance. The article aims at better understanding the relation between organizational culture dimensions and knowledge sharing and company performance from the employee point of view. For this purpose, the authors conducted a study among Polish employees with different roles and experiences across different industries. The data collected during the study has been analyzed using the equal structural modelling method.

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