Abstract
Purpose This study aims to examine the role of organisational democracy (OD) in facilitating the knowledge sharing (KS) process within companies, thus considering the effect of different OD principles. Design/methodology/approach The authors used data collected through a questionnaire on a sample of 254 employees at private universities and colleges to test the relationship between OD and KS. Data were analysed using the structural equation modelling technique. Findings Overall, OD has a direct and significant effect on facilitating KS in organisations. Also, the results showed that there are different degrees and intensities among the individual principles (sub-concepts) of OD and KS. Practical implications The findings highlight the important role of democracy in an organisation to enhance the organisational climate and employees’ behaviours, thus leading to higher KS outcomes. Also, results, provide an opportunity for managers to consider enhancing democracy in an organisation for improving internal collaboration effectiveness in KS. Originality/value This paper sheds light and adds new knowledge to embryonic studies that are directed towards the integration of democracy within the main concept of knowledge management (KM). This emphasises the need to use and stimulate OD and its principles for improving the effectiveness of KM practices with specific attention to KS.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
