Oyemomi, O, Liu, S, Neaga, I et al. (2 more authors) (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
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.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | (c) 2018, Elsevier Inc. All rights reserved. This is an author produced version of a paper published in the Journal of Business Research. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | Knowledge sharing; Culture; Innovation; Organizational performance; fsQCA |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Accounting & Finance Division (LUBS) (Leeds) |
Depositing User: | Symplectic Publications |
Date Deposited: | 04 Jan 2019 11:39 |
Last Modified: | 07 Feb 2020 20:59 |
Status: | Published |
Publisher: | Elsevier |
Identification Number: | 10.1016/j.jbusres.2018.02.027 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:140477 |