An Investigation of the Interaction between Organizational Culture and Knowledge Sharing through Socialization: A Multi-Level Perspective

An Abstract of a Dissertation Submitted to Nova Southeastern University in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy An Investigation of the Interaction between Organizational Culture and Knowledge Sharing through Socialization: A Multi-Level Perspective by Ali M. Baker April 28, 2018 Knowledge management (KM) has been determined by many researchers as one of the most important domains within the information systems (IS) field, and knowledge sharing (KS) has been identified as the most vital component of KM. Lack of KS within organizations has been approached from many perspectives. One perspective that has been outlined in recent studies is the organizational culture (OC) perspective, which examines the interaction between OC and KS behaviors. Although research has been conducted on OC and KS, the findings of recent studies have been contradictory. These conflicts were due to the different operationalization of KS. The purpose of this research was to conduct a multi method study to investigate the interaction between KS and OC in detail. A case study within a Fortune 50 organization was undertaken to address the problem. By focusing on socialization adopted from the socialization, externalization, combination, internalization (SECI) model, the iceberg theory, and the Competing Values Framework (CVF), two questions were explored to address an unexamined area within the body of knowledge. Per the recent calls for research, the questions addressed KS itemized into knowledge seeking and knowledge contributing, and investigated the phenomenon at multiple levels of the organization. The first question examined the interaction between OC and KS via socialization amongst peers for: (a) overall organization, (b) non-managers, (c) first level managers, and (d) second-level managers. The second question examined the interaction between OC and KS via socialization amongst various levels for: (a) subordinates and managers in overall organization, (b) non-managers and first level managers, and (c) first level managers and second level managers. Data were collected through 82 surveys, 23 interviews, 23 observations, and company records for the calendar year of 2017 to provide multiple types of data for triangulation. The quantitative data were analyzed through descriptive statistics, correlation tables, multivariate analysis of covariance (MANCOVA), and visualization. The qualitative data were analyzed through open coding, axial coding, and selective coding. The combined results were triangulated to reach the conclusions. The MANCOVA displayed a significant interaction between OC and KS via socialization. Furthermore, the triangulated results showcased that perceived bureaucratic culture and perceived competitivebureaucratic culture had a negative relationship with KS via socialization amongst peers, knowledge seeking for manager to subordinate, and subordinate to manager, but not for between level knowledge contributing. While perceived clan culture had a positive relationship with KS via socialization amongst peers, and for knowledge seeking from managers, but not for between level knowledge contributing. Perceived competitive culture was only discovered to have a negative relationship with knowledge seeking for level two managers, while having a positive relationship with knowledge contributing to employees, and knowledge contributing amongst peers with knowledge seeking as moderating variable. The various organizational levels also showcased distinct results which requires further investigation. Future research suggestions were made to extend the body of knowledge through various directions, alongside an IS solution recommendation for organizations to improve KS. Acknowledgements This dissertation was complete only through the help of God, and many individuals who assisted throughout the process. I want to thank God for guiding me closer towards his knowledge and wisdom through his infinite light. Thanks to my parents for instilling the love of knowledge and for sacrificing their lives for me and my sister. Thanks to my sister for always being there, and thanks to my wife for her support and unconditional care throughout this journey. I am thankful to all my family members in Iraq and Belgium for inspiring me to continue throughout this endeavor. I also want to send a special thanks to Dr. McAdams, my mentor and friend, who inspired me throughout the doctoral process, I am forever indebted to his leadership. Huge thanks to Dr. Ellis for being a truly selfless advisor who provided intellectual challenge and support throughout the dissertation and was always available to answer questions to guide me through the process, I could not ask for a better chair. Thanks to Dr. Terrell and Dr. Parrish for providing their insightful feedback to help balance the research methodology, and to all professors who taught me in various courses. Nova Southeastern University should be honored to have such great faculty, and should be appraised for building a fantastic program for students to excel in. Thanks to my many colleagues, from this university and others, who have been so willing to exchange their ideas and share their knowledge, and for those who participated in this study. It is to all of you that I owe so much gratitude. I dedicate this dissertation to my new born son, Mohammed Amine, I pray that you follow on the path of knowledge and rightful action, because knowledge without rightful action is of no use. I also would like to dedicate this to the children in the world who do not have access to education, I know that someday we will be able to provide, and share with you all, in a meaningful way.