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Title
Abstract
Figures
Introduction
Research Methods
Survey and Procedure
Data Analysis
Confirmatory Factor Analysis
Findings of the Direct Relationship
Findings of Indirect Relationships
Discussion and Conclusion
References
All Topics
Business and Management
Organizational Behavior and Theory

Cooperative versus Controlled Culture and Knowledge Transfer

Profile image of Firas M AlkhaldiFiras M Alkhaldi

Abstract

This article investigate the relationship between the organizational culture and the willingness to transfer knowledge , where knowledge sharing appears to be influenced by the individualistic or cooperative nature of the culture. Differences in context between the source and destination of knowledge will challenge knowledge transfer activities, which requires deeper understandings of socialization activities and management policies that influence knowledge transfer among people. Organisations need to encourage the notion that the quality of ideas is more important than the status of source. This article offers an empirical investigation to understand the conditions of culture of knowledge transfer using confirmatory factor analysis. It hypothesized a direct positive relationship between cooperative culture refers to as " knowledge oriented culture (KOC) socialisation activities " and controlled culture refers to as " management practises ". Items representing the knowledge oriented culture (KOC) were developed from the findings of a wide review of literature regarding the most common frictions that inhabit and prevent knowledge transfer (KT). The main findings suggested that organisations should focus on and pay more to socialisation activities since it has more explanation powerful to organisation culture.

Figures (5)
To accomplish the objectives of this study, a quan- titative approach was adopted. Attributes repre- senting the knowledge oriented culture (KOC) were developed from a wide review of literature as described in pervious sections, regarding the most common frictions that inhabit and prevent knowl- edge transfer (KT) see tables 3, and 4. The rec- ommendations to overcome inhibitors of KT were taken and developed into
To accomplish the objectives of this study, a quan- titative approach was adopted. Attributes repre- senting the knowledge oriented culture (KOC) were developed from a wide review of literature as described in pervious sections, regarding the most common frictions that inhabit and prevent knowl- edge transfer (KT) see tables 3, and 4. The rec- ommendations to overcome inhibitors of KT were taken and developed into
Table 1: Summary of the goodness of fit for the CFA and reliability tests
Table 1: Summary of the goodness of fit for the CFA and reliability tests
Discussion and Conclusion Encouraging building relationships and _ trust through face-to-face meetings and supporting es- tablishing common ground through education, discussion, publication, teaming, and job rotation bring to view the role of socialization concept in constitute knowledge transfer. This findings in ine with the beliefs revealed in the literature of Davenport and Prusak [5] Nonaka, [2] Nonaka and Takeuchi [40] On the other hand supporting establishing time and space for knowledge trans- fer through fairs, talk room, and conference re- ports as a socialization activity shows less ten- dency to be supported than previous ones but still it is supported. This is assent with El Sawy et al.,[87] Nonaka et al., [22] Nonaka and Konno [38] Davenport and Prusak [5] referred to in the iterature. The role of management in evaluating individual’s performance and providing incentives based on sharing knowledge was supported. This agrees with McGourty et al., [89] Ahmed et al., [31] previously stated in the literature. Also, flexibility and non hierarchical approach to Lew wees laden seschean sewesmcesakon J NW ee eee ee | ge ee Oe
Discussion and Conclusion Encouraging building relationships and _ trust through face-to-face meetings and supporting es- tablishing common ground through education, discussion, publication, teaming, and job rotation bring to view the role of socialization concept in constitute knowledge transfer. This findings in ine with the beliefs revealed in the literature of Davenport and Prusak [5] Nonaka, [2] Nonaka and Takeuchi [40] On the other hand supporting establishing time and space for knowledge trans- fer through fairs, talk room, and conference re- ports as a socialization activity shows less ten- dency to be supported than previous ones but still it is supported. This is assent with El Sawy et al.,[87] Nonaka et al., [22] Nonaka and Konno [38] Davenport and Prusak [5] referred to in the iterature. The role of management in evaluating individual’s performance and providing incentives based on sharing knowledge was supported. This agrees with McGourty et al., [89] Ahmed et al., [31] previously stated in the literature. Also, flexibility and non hierarchical approach to Lew wees laden seschean sewesmcesakon J NW ee eee ee | ge ee Oe

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