Knowledge sharing is crucial for attaining a competitive edge in organizations. Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance. Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization. The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

Introduction

Several major industrial reviews (Arpaci, 2017; Hashemi & Kohestani, 2016; Tsai, 2016) have identified that organizations need to improve their efficiency. A conducive, progressive and enduring culture is believed to be a foundation for efficiency (Chen, 2010; Flanagan, 2010). Therefore, developing organizational culture serves several important purposes. First, it conveys a sense of identity for organization members. Second, it facilitates the generation of commitment (Nelson, 2011). Third, culture enhances the stability of the organization (Liu, Moizer, Megicks, Kasturiratne, & Jayawickrama, 2014). Fourth, culture serves as a sense-making device that can guide and shape behavior (Wang & Rafiq, 2014). This study attempts to identify the role of organizational culture and to expand knowledge sharing research through comparative analysis of these relationships to innovative strategy and organizational performance. This study emphasizes the significance of the inter-relationships of the components that support performance, and it investigates the indirect impact of organizational culture on organizational performance based on prior studies (Akgun, Keskin, & Byrne, 2009; Allen, Smith, Mael, O’Shea, & Eby, 2009; Child, 1974; Heisler, 1974; Herold, 1972; Pot & Koningsveld, 2009; Yazici, 2009). In Section 2, this paper reviews the related literature. Sections 3 and 4 present the conceptual model and empirical findings, respectively. Section 5 provides a discussion. Section 6 concludes and presents directions for future research.