The effect of organizational culture on information sharing and information technology acceptance: The role of formalization and national culture

Knowledge, the most powerful weapon to create value, generates even more value when shared. This feature of knowledge put an end to the past paradigm of "Knowledge is power ve and confirmed the idea that" knowledge sharing is strong". It is generally accepted that people may be prejudice or counter-behavior if they do not have sufficient information. General suspicion and fear of the unknown may also affect a person's attitude and behavior. One of the effective technological factors that lead an organization to deploy a successful information management strategy is the development of appropriate IT infrastructure. Nevertheless, it seems that IT management greatly outperforms individuals' mutual understanding and disagreement about the information and sharing they desire. The aim of this research is to reveal the effect of organizational culture on information sharing and information technology acceptance: the role of formalization and nation culture. This is based on technological research institutions in the sample of Turkey and Iran were working employees and is located in different positions. In this study, IBM SPSS 22 program was used for analysis. In this study, the diagnosis of normal distribution of data except for descriptive statistical methods was evaluated with histogram and skewness kurtosis coefficients. Statistical techniques such as step-by-step frequency, factor analysis, regression and pearson correlation coefficient and moderator analysis were used to analyze the data of the study and to accept or reject the proposed hypotheses. In order to analyze the differences between different organizational cultures, the conceptual framework proposed by Comeron and Quinn was examined between Iranian and Turkish society. In this study, the relationship between information sharing and information technology acceptance was evaluated with four types of organizational culture: clan, adhocracy, hierarchical and market culture. In addition, conditional hierarchical regression has been used for the influence of organizational culture on the sharing of information and acceptance of information technology, if national culture and formalization have a reinforcing or reducing role in this effect. Keywords: Organizational Culture, Information Sharing, Information Technologies, Formalization, National Culture