The impact of organizational culture on knowledge sharing in the construction sector in Jordan

Al-Zubi, M

Abstract

Organisations today increasingly recognise the need to support sharing knowledge among
members in one way or another to gain competitive advantage. To increase knowledge
sharing within organisations and to manage the process of knowledge sharing better, it is
necessary to have a better understanding of the mechanism of knowledge sharing as well as
the factors that influence this process. The impact of culture on knowledge sharing in the
construction sector has recently gained more attention among scholars, and the aim of this
research is to expand this understanding of the cultural factors that affect knowledge sharing
practices, but within the Jordanian construction context, and assess that impact by developing
a framework able to assess the cultural impact within organisations, so that they may adapt
their business operations, improve knowledge sharing, and ultimately gain competitive
advantage. This study is a follow-up to the findings of recent research investigating the
cultural impact on knowledge sharing activities in the construction sector. This research
adopts an epistemological position of interpretivism, and ontological position of subjectivism
as the research philosophy. The research is undertaken in the Jordanian context, the data are
obtained from construction companies operating in Jordan, and the researcher targets middle
and high level managers to gather appropriate data. The research divides the data collection
phase into three stages using quantitative and qualitative data collection analysis methods.
Fourteen cultural factors affecting knowledge sharing in the construction sector in Jordan are
identified, made up of organisational and national culture factors. They are developed
according to the literature, through semi-structured interviews and self-administered
questionnaires. In terms of organisational culture (OC) factors, nine cultural factors are
identified including leadership behaviour style, motivation, organisational commitment,
organisational structure, organisational form (family business), communication technology,
social networking, trust, and relationships between employees. The five national culture (NC)
factors include power distance, uncertainty avoidance, gender differences, collective
achievements and autonomy. The data are analysed by adopting descriptive statistical and
factor analysis methods using SPSS/PASW 17 to determine the minimum number of latent
x ctors that can account adequately for the research, also to find similarities between factors
xiich helped in grouping them. Semi-structured interviews give a better understanding of the
cultural impact on knowledge sharing (KS) and support the quantitative findings obtained
from the questionnaire data, as well as generating three maturity levels for each factor to assess that impact. The first level identifies whether the factor affects company KS or not by
asking closed questions. The second level shows the occasional techniques which the
company uses to increase KS activities. The final level demonstrates the importance of the
factor in affecting KS as being fundamentally ingrained in the company's vision, mission,
strategy and operations. Consequently, the researcher is able to develop a framework able to
assess the cultural impact on KS in the Jordanian construction sector. The proposed
framework is further refined through semi-structured interviews, and validated by adopting
multiple case studies in three construction firms operating in Jordan.
The research findings show a number of cultural factors which affect KS in the Jordanian
construction sector. Organisational form (family business), communication technology, social
networking, and gender differences have a significant impact on KS in the Jordanian
construction sector. Meanwhile, cultural factors including the relationships between
employees, mutual trust and collective achievements have a low impact on the Jordanian
construction sector. This sector is still behind in terms of social networking and
communication technology, and there is a general lack of KS practices currently being
undertaken in the Jordanian firms sampled. However, it is recommended for construction
firms in Jordan to be aware of the cultural impact on KS, and give more attention on factors
including organisational form (family business), communication technology, social
networking, gender differences, and leadership behaviour. Moreover, the Jordanian
construction sector should be up to date with communication technology and try to link it
with social networking to make more efficient and convenient for employees for successful
KS implementation. Furthermore, it is recommended to apply the proposed framework within
construction companies in Jordan to overcome the cultural impact on KS and increases its
knowledge. Based on the findings of this research, it is recommended for construction firms
in Jordan to be aware of the cultural impact on KS, and to give more attention on factors
including organisational form (family business), communication technology, social
networking, gender differences, and leadership behaviour. Moreover, the Jordanian
construction sector should be up to date with communication technology and try to link it
with social networking to make more efficient and convenient for employees for successful
KS implementation. It is imperative that the organisations develop a culture of trust among
employees to facilitate KS. The trust factor goes to the heart of the whole KS culture.
Furthermore, it is recommended to apply the proposed framework within construction
companies in Jordan to overcome the cultural impact on KS and increases its knowledge).

Citation

Al-Zubi, M. The impact of organizational culture on knowledge sharing in the construction sector in Jordan. (Thesis). Salford : University of Salford

• Thesis Type: Thesis
• Deposit Date: Oct 3, 2012
• Award Date: Jan 1, 2011