The nexus between organisational culture and knowledge sharing in a government department in Botswana

Kakale Osupile · Ushe Makambe

15 citations0/0 files storedInternational Journal of Public Sector Management

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Knowledge Management and Sharing Management and Organizational Practices Organizational Learning and Leadership

Abstract

Purpose Due to its complex nature and influence, an inappropriate organisational culture can be a strong impediment to effective knowledge sharing in an organisation, yet a suitable culture enhances organisational effectiveness. The aim of this study was to elucidate the role of organisational culture in facilitating knowledge sharing in a selected government ministry in Botswana. The role of people, collaboration, trust and rewards was explored to explicate their influence on knowledge sharing. Design/methodology/approach A descriptive survey design was adopted in which a questionnaire was administered to 127 respondents who were sampled from a population of 431 employees of the ministry based at the head office in Gaborone, with 97 questionnaires successfully completed and returned culminating in a 76.4% response rate. Findings The findings of the study exposed a significant and positive correlation between organisational culture and knowledge sharing in the government ministry covered in the study, although incidents of ineffective knowledge sharing were detected. Out of the four elements of organisational culture that were examined (people, collaboration, trust and rewards), the correlation analysis revealed a significant and positive relationship between the independent variables and the dependent variable in three of the four independent variables under study. Originality/value The study identified gaps in managing knowledge and proposed suitable measures which can add value to knowledge-sharing practices within the selected ministry and elsewhere. The findings of the study are critical as they enable the management at the ministry to develop capabilities for improving knowledge-sharing practices.

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References

1994A Dynamic Theory of Organizational Knowledge Creation 2009Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management 2013Knowledge sharing amongst academics in UK universities 2010Collaborative Innovation in the Public Sector 2006Knowledge management enablers: a case study 2014Work engagement, psychological contract breach and job satisfaction 2015Knowledge Management as an important tool in Organisational Management: A Review of Literature 2017Information sharing across multiple supply chain tiers: A Delphi study on antecedents

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