Studying the Effect of Empowerment on Knowledge Sharing and Designing the Multilevel Models to Explain the Impact of Participatory Organizational Culture on Knowledge Sharing

Document Type : Research Article

Authors

1 Assistant Professor, Faculty of Management & Accounting, Shahid Beheshti University, Tehran, Iran

2 M.Sc., Faculty of Management & Accounting, Shahid Beheshti, University, Tehran, Iran

Abstract

Today, organizational culture as an infrastructure plays a key role in implementing management knowledge in any organization. In this article the Impact of Empowerment on Knowledge Sharing among Employees Considering the Role of Participatory Organizational Culture in Islamic Azad University Science and Research in Tehran. This research is applied in terms of purpose and in terms of research method is descriptive-correlational. The statistical Society population of the present study was the administrative staff of the Islamic Azad University of Science and Research Unit with 700 students. The sample size was based on the Cochran formula248 people were considered. Random sampling method was simple. A questionnaire was used to collect data and its reliability with Cronbach's alpha and CR index and its validity were confirmed by content validity, convergent and divergent validity. Analysis of data with Structural Equation Modeling Method was performed with partial least squares method and SmartPLS 3.2.6 software. Results showed empowerment of employees on the participatory organizational culture (with a coefficient of 0.52) has a positive and significant effect. Also, the participatory organizational culture has a significant effect on employee knowledge sharing (with a coefficient of 0.92) and employee empowerment on knowledge sharing (coefficient 0.6). In other words, the success of the organization in implementing each strategy, including knowledge sharing, depends on the effectiveness of the collaborative organizational culture on the level of knowledge sharing at the same level and the staff of faculties at the organizational level largely. Finally, the limited impact of the number of employees on the increase of knowledge sharing was confirmed by multilevel modeling and HLM software.

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References

 
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1-                   
Organizational Culture Management
Volume 15, Issue 1
April 2017
Pages 207-223

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