The Directional Knowledge Sharing Paradigm: A Mixed-Methods Case Study of the Interaction between Organisational Culture and Intra-Organisational Knowledge Sharing

Abstract

A partially mixed-methods case study in a Fortune 50 technology company was conducted to delineate the interaction between organisational culture (OC) types (competitive, bureaucratic and clan) and intra-organisational knowledge sharing (KS). This study provided empirical evidence that show differences in KS horizontally (peer-to-peer) and vertically (between direct-report and manager) within an organisation. By focussing on “socialization” adopted from the organisational knowledge creation theory, the iceberg theory and the competing values framework, we addressed an unexamined area within the body of knowledge. Survey data of 82 employees and interview data of 23 employees were analysed. Multivariate analysis of covariance (MANCOVA) was used to analyse the quantitative survey data. The qualitative interview data were analysed through content analysis. A triangulation design was then followed to merge the data through an equivalent status ([Formula: see text]) interpretation to derive meta-inferences. MANCOVA displayed a statistically significant interaction between OC and KS via socialisation. The triangulated results showed that OC types distinctly impacted KS via socialisation with differences between seeking, contributing and the direction of knowledge flow (vertical and horizontal). The empirical evidence shows that organisations must consider the direction of knowledge flow (vertical or horizontal) when enforcing cultural values to drive KS via socialisation. Similarly, researchers should not ignore the directional knowledge sharing paradigm, nor the organisational knowledge creation theory, when examining intra-organisational KS.