ORGANIZATIONAL CULTURE AND TACIT KNOWLEDGE SHARING: EMPIRICAL EVIDENCE FROM CROATIA

Abstract: The paper aimed to investigate the influence of organizational culture types
on tacit knowledge sharing in medium and large enterprises in Croatia. For research,
organizational culture is differentiated according to the typology based on the Competing
Values Framework. In the theoretical part, the basic concepts and open questions
related to the issues of the subject research are systematized and analyzed. The empirical
part of the paper presents the results of a survey conducted on 14 medium and
large companies in the Croatian economy. A total of 492 knowledge workers were surveyed
in these companies. Multiple regression was used to assess the research model.
The results of the research showed that organizational culture significantly influences
tacit knowledge sharing, where the mentioned influence can be positive or negative,
depending on the culture type. More precisely, it was found that clan and adhocracy
cultures have a positive, and market culture has a negative impact on tacit knowledge
sharing. However, no statistically significant influence of hierarchy culture on tacit
knowledge sharing has been proven. The results of this paper have significant theoretical
and practical implications.

 

Keywords: organizational culture; Competing Values Framework; knowledge sharing;
tacit knowledge