Abstract
The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.
Highlights
Knowledge is one of the most important resources for the achievement of organizational objectives and to support the sustainability of organizations
Knowledge sharing is a fundamental process of knowledge management characterized by the transfer of information and expertise oriented to the generation and application of knowledge to support the accomplishment of organizational goals
It can be concluded that the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism influence the behavior of sharing tacit and explicit knowledge
Summary
Knowledge is one of the most important resources for the achievement of organizational objectives and to support the sustainability of organizations. Knowledge is defined as personalized information in the brain of individuals about facts, procedures, concepts, interpretations, ideas, observations, and judgments [1]. Understood as the exchange of information, experience, and expertise, is a fundamental behavior to create and apply knowledge in the organization. According to Swan et al [2], knowledge transfer is dependent on organizational culture. Cultural values are considered determinants of knowledge sharing. Cultural values and their dimensions affect the way individuals share both tacit and explicit knowledge. Research on the relationship between knowledge sharing and cultural values is scarce, especially in the
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