American Journal of Engineering and Technology Management

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Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities

Received: 17 April 2019    Accepted: 03 July 2019    Published: 31 January 2020
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Abstract

Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.

DOI 10.11648/j.ajetm.20200501.11
Published in American Journal of Engineering and Technology Management (Volume 5, Issue 1, February 2020)
Page(s) 1-11
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 Sharing, Organisational Culture, Virtual Communities, Knowledge Management, Co-ordination and Rules Orientation

References
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[20] I. Al-Alawi, Y. Al-Marzooqi, Y., and Mohammed, F. 2007. Organisational culture and knowledge sharing: Critical success factors. Journal of Knowledge Management. 11 (2): 22-42.
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Author Information
  • Department of Informatics, University of Sussex, Sussex, United Kingdom

  • Department of Mathematics and Computer Science, Ritman University, Ikot Ekpene, Nigeria

  • School of Computing, Engineering and Physical Sciences, Paisley, Scotland

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  • APA Style

    Imran Khan, Abel Usoro, Malcolm Crowe. (2020). Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. American Journal of Engineering and Technology Management, 5(1), 1-11. https://doi.org/10.11648/j.ajetm.20200501.11

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    ACS Style

    Imran Khan; Abel Usoro; Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am. J. Eng. Technol. Manag. 2020, 5(1), 1-11. doi: 10.11648/j.ajetm.20200501.11

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    AMA Style

    Imran Khan, Abel Usoro, Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am J Eng Technol Manag. 2020;5(1):1-11. doi: 10.11648/j.ajetm.20200501.11

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  • @article{10.11648/j.ajetm.20200501.11,
      author = {Imran Khan and Abel Usoro and Malcolm Crowe},
      title = {Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities},
      journal = {American Journal of Engineering and Technology Management},
      volume = {5},
      number = {1},
      pages = {1-11},
      doi = {10.11648/j.ajetm.20200501.11},
      url = {https://doi.org/10.11648/j.ajetm.20200501.11},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.ajetm.20200501.11},
      abstract = {Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.},
     year = {2020}
    }
    

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    AB  - Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.
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