Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities

Imran Khan; Abel Usoro; Malcolm Crowe

doi:doi:10.11648/j.ajetm.20200501.11

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Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities

Imran Khan, Abel Usoro, Malcolm Crowe

Published in American Journal of Engineering and Technology Management (Volume 5, Issue 1)

Received: 17 April 2019 Accepted: 3 July 2019 Published: 31 January 2020

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Abstract

Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.

Published in	American Journal of Engineering and Technology Management (Volume 5, Issue 1)
DOI	10.11648/j.ajetm.20200501.11
Page(s)	1-11
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

Knowledge Sharing, Organisational Culture, Virtual Communities, Knowledge Management, Co-ordination and Rules Orientation

References

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APA Style

Imran Khan, Abel Usoro, Malcolm Crowe. (2020). Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. American Journal of Engineering and Technology Management, 5(1), 1-11. https://doi.org/10.11648/j.ajetm.20200501.11

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ACS Style

Imran Khan; Abel Usoro; Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am. J. Eng. Technol. Manag. 2020, 5(1), 1-11. doi: 10.11648/j.ajetm.20200501.11

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AMA Style

Imran Khan, Abel Usoro, Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am J Eng Technol Manag. 2020;5(1):1-11. doi: 10.11648/j.ajetm.20200501.11

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@article{10.11648/j.ajetm.20200501.11,
  author = {Imran Khan and Abel Usoro and Malcolm Crowe},
  title = {Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities},
  journal = {American Journal of Engineering and Technology Management},
  volume = {5},
  number = {1},
  pages = {1-11},
  doi = {10.11648/j.ajetm.20200501.11},
  url = {https://doi.org/10.11648/j.ajetm.20200501.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20200501.11},
  abstract = {Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.},
 year = {2020}
}

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TY  - JOUR
T1  - Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities
AU  - Imran Khan
AU  - Abel Usoro
AU  - Malcolm Crowe
Y1  - 2020/01/31
PY  - 2020
N1  - https://doi.org/10.11648/j.ajetm.20200501.11
DO  - 10.11648/j.ajetm.20200501.11
T2  - American Journal of Engineering and Technology Management
JF  - American Journal of Engineering and Technology Management
JO  - American Journal of Engineering and Technology Management
SP  - 1
EP  - 11
PB  - Science Publishing Group
SN  - 2575-1441
UR  - https://doi.org/10.11648/j.ajetm.20200501.11
AB  - Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.
VL  - 5
IS  - 1
ER  -

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Author Information

Imran Khan

Department of Informatics, University of Sussex, Sussex, United Kingdom
Abel Usoro

Department of Mathematics and Computer Science, Ritman University, Ikot Ekpene, Nigeria
Malcolm Crowe

School of Computing, Engineering and Physical Sciences, Paisley, Scotland

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Plain Text BibTeX RIS

APA Style

Imran Khan, Abel Usoro, Malcolm Crowe. (2020). Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. American Journal of Engineering and Technology Management, 5(1), 1-11. https://doi.org/10.11648/j.ajetm.20200501.11

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ACS Style

Imran Khan; Abel Usoro; Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am. J. Eng. Technol. Manag. 2020, 5(1), 1-11. doi: 10.11648/j.ajetm.20200501.11

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AMA Style

Imran Khan, Abel Usoro, Malcolm Crowe. Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities. Am J Eng Technol Manag. 2020;5(1):1-11. doi: 10.11648/j.ajetm.20200501.11

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@article{10.11648/j.ajetm.20200501.11,
  author = {Imran Khan and Abel Usoro and Malcolm Crowe},
  title = {Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities},
  journal = {American Journal of Engineering and Technology Management},
  volume = {5},
  number = {1},
  pages = {1-11},
  doi = {10.11648/j.ajetm.20200501.11},
  url = {https://doi.org/10.11648/j.ajetm.20200501.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20200501.11},
  abstract = {Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - Using Organisational Culture to Enhance Knowledge Sharing in Virtual Communities
AU  - Imran Khan
AU  - Abel Usoro
AU  - Malcolm Crowe
Y1  - 2020/01/31
PY  - 2020
N1  - https://doi.org/10.11648/j.ajetm.20200501.11
DO  - 10.11648/j.ajetm.20200501.11
T2  - American Journal of Engineering and Technology Management
JF  - American Journal of Engineering and Technology Management
JO  - American Journal of Engineering and Technology Management
SP  - 1
EP  - 11
PB  - Science Publishing Group
SN  - 2575-1441
UR  - https://doi.org/10.11648/j.ajetm.20200501.11
AB  - Many knowledge sharing models have been developed but they mostly explain how knowledge flows from source to destination and hardly provide adequately validated organisational cultural factors that affect knowledge sharing in virtual communities (VCs) though VCs are recognised in literature as a software tool for knowledge sharing in organisations. The research reported in this paper undertook this task by developing a conceptual model to hypothesise the relationship between organisational culture (support, innovation, co-ordination and rules orientations) and knowledge sharing. Data was collected from over 200 VC members. Detailed group analyses were performed to test the conceptual model. The research found that support, co-ordination and rules orientation have positive causal relationships with sharing knowledge online. The research also highlights that just a software tool like a VC will not be sufficient to enable knowledge sharing online. The implication is that training, support in personal and work problems, inter-departmental co-ordination and teamwork will have positive affect on knowledge sharing in VCs. Also, face-to-face gatherings and a leading role of managers to share their knowledge will increase online knowledge sharing. The research has implications for KM (Knowledge Management) practitioners, managers, and information systems researchers. The findings of the research can be used in assessing VC knowledge sharing systems plans from an organisational cultural perspective.
VL  - 5
IS  - 1
ER  -

Copy | Download