Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Procedural justice, relative deprivation, and intra-team knowledge sharing: The moderating role of group identification

How to promote employees' knowledge-sharing behaviors has become a focus of managers and researchers. Based on the theory of relative deprivation, this study explored the mechanism of organizational procedural justice on employees' intra-team knowledge sharing, as well as the mediating role of relative deprivation and the moderating role of group identification. A path analysis was conducted on 416 valid questionnaire data, and the results revealed that: (1) Procedural justice has a positive effect on intra-team knowledge sharing; (2) Both group relative deprivation and individual relative deprivation play a mediating role between procedural justice and intra-team knowledge sharing, but they have opposite effects. Procedural justice reduces both group relative deprivation and individual relative deprivation, but individual relative deprivation decreases employees' intra-team knowledge sharing, while group relative deprivation increases it. (3) Group identification has an enhancing moderating effect on the relationship between group relative deprivation and intra-team knowledge sharing, while the moderating effect on the relationship between individual relative deprivation and intra-team knowledge sharing is not significant. Therefore, enterprises should make procedures such as performance appraisal and salary allocation justify and transparent to reduce individual relative deprivation, but should moderately trigger group relative deprivation flexibly according to the situation, while enhancing employee group identification through cultural construction.

Exploring the Relationship Between Organizational Culture Types and Knowledge Management Processes: A Meta-Analytic Path Analysis

This study investigated the relationship between organizational culture types according to Competing Values Framework (Clan, Adhocracy, Market, Hierarchy) and Knowledge Management Processes (Creation, Dissemination, Storage, Application) using meta-analytic path analysis. To produce the necessary pooled correlation matrix for model testing, we used the univariate (r) approach to carry out two additional meta-analyzes. Based on data collected from several research databases, we extracted the paired correlation coefficients (r) among knowledge management processes (k = 32, N = 6835) then the inter-correlations between knowledge management processes and culture types (k = 7, N = 865). The findings revealed that no particular culture type has a stronger effect on all KM processes. Clan, Adhocracy and Market have significant but varying effects on Knowledge Management processes. Notably, the clan is more associated with knowledge creation, while Adhocracy has a greater effect on knowledge application, and market has a stronger effect on knowledge dissemination and storage. However, hierarchical culture has an insignificant effect on knowledge creation and the lowest effects on the rest of Knowledge Management processes. Therefore, the study concluded that knowledge management success is determined by developing a balanced portfolio of cultural traits from clan, adhocracy and market cultures.