Organizational culture, structure, technology infrastructure and knowledge sharing

Abstract

Purpose– This paper aims to examine how organizational culture, structure and technology infrastructure influence knowledge sharing.Design/methodology/approach– This study is based on quantitative research, administered on 90 managerial staff in multinational corporations (MNCs) based in Malaysia.Findings– The paper explains the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure. Learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator.Research limitations/implications– The findings will help MNCs to create an appropriate environment of knowledge sharing. However, the research is limited to MNC’s in Penang, Malaysia, only. Furthermore, similar research can be extended to MNCs in other Asian countries with a larger sample which may bring more statistical power and, thereby, increases generalizability.Practical implications– The outcome of this research provides useful indications of how organizations can work to ensure knowledge sharing within their work place.Originality/value– While the links between organizational culture and knowledge sharing and between organizational structure and knowledge sharing have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence, which suggests that the relationship between organizational culture, organizational structure and knowledge sharing is moderated by the technology infrastructure.