Örgüt kültürü ile bilgi paylaşımı arasındaki ilişkide yönetim liderliğinin aracı rolü

Today, knowledge competes with both physical and financial assets for the top strategic role in the organization. But the knowledge is only valuable to the organization if those that need it have it when they need it. Knowledge sharing is one way to ensure that knowledge is passed among members of the organization and between units. One of the main determinants of knowledge-sharing attitudes of employees is the organizational culture. The right culture will facilitate, and a cultural mismatch will inhibit knowledge transfer in the organization. This study aimed to first examine the impact of organizational culture on the knowledge-sharing attitudes of the employees. In addition, the study sought to find out how the relationship so established between OC and KS can be mediated by management leadership style. Following Quinn and Cameron's Competing Values Framework of culture and Situational Leadership, the study surveyed manufacturing firms in the Industrial Zone of the Turkish province of Eskişehir. Structural Equation Modeling was used through SPSS and AMOS to determine the relationship between the variables. The results show that clan culture had both a direct effect and an indirect impact through relationship-oriented leadership. The other culture types were not found to have any significant direct impact but were shown to impact KS indirectly through leadership. Relationship-oriented leadership was found to mediate the relationship between KS and adhocracy and market cultures. Task-oriented leadership was also found to mediate the relationship between KS and hierarchy and market cultures.