Implementation of Organizational Culture

to drive Unified Knowledge Sharing

Ika Nurul Qamari
Student at PhD Program - HRM, Universitas Diponegoro
Email: ika_nr@umy.ac.id

ABSTRACT
Knowledge is dynamic and growing in the social interaction between individuals and organizations. Sharing
knowledge is important for the organization in realizing innovation. In sharing knowledge there are cultural
factors that differ among members of the organization. Organizational culture according to Schein (2010) is an
abstraction which created the power of social situations and organizations from a strong culture. This article is a
conceptual framework that describes the organizational culture with the four dimensions, namely trust,
communication, leadership and reward. The dimensions will be reviewed and analyzed its correlation with
knowledge sharing and how to promote the establishment of organizational innovation. The purpose of this
article is a conceptual framework correlation organizational culture and unified knowledge sharing: 1) How is
the cultural and organizational support can encourage the implementation of an integrated knowledge sharing, 2)
How integrated knowledge sharing can contribute to the realization of organizational innovation. Novelty
proposed in this article is unified knowledge sharing, as a mediating variable between culture and organizational
innovation.

Keywords: organizational culture, unified knowledge sharing, perceived organizational support, organizational
innovation

1. INTRODUCTION The current tendency is how an organization can

implement a culture, in order to improve and unified
Culture and innovation are important factors in knowledge sharing to facilitate decision-making
organizational change. Studies have shown, that culture organization. This article is a conceptual framework that
contributes to the creation of innovation [1-3]. Research would present a model of cultural relations organization,
conducted by Auernhammer and Hall [1] indicates that unified knowledge sharing and perceived organizational
organizational culture encourages the creation of support in creating organizational innovation.
knowledge, creativity and innovation. Culture includes
the knowledge and change, emerged as the fertile soil in 2. LITERATURE REVIEW
which innovators could take risks, pursue their dreams,
and not as a coincidence to enrich the people in the 2.1 Unified Knowledge Sharing
culture. Does a nation hampered by tradition, loosen
central control, or inhibit the culture of bureaucracy? It The development of knowledge management (KM) has
shows how culture affects innovation [4]. increased rapidly, since 1995 has been the main topic of
management philosophy and management tools. This
Although there is no single theory that can be accepted popularity is reflected in the increasing number of
uniform, there is general agreement about the articles and books on this topic [8, 9]. Knowledge
organization's culture, tradition and social structured management focuses on the creation and distribution of
manner involving beliefs, behavior, and moral values knowledge within the organization through new
combined with various levels of the organization and technologies such as the Internet, intranet, and e-mail,
incorporate all aspects of organizational life [5]. although there are also flow concentrates on social
According to Martins and Terblanche [6], culture is relationships and interactions [10]. Knowledge is
closely related to the values and beliefs shared by dynamic, because it is made in the social interaction
personnel within an organization. Organizational culture between individuals and organizations. Knowledge is
associated with the employee and the organization's context specific, because it depends on the specific time
values, norms, stories, beliefs and principles, and and space.
combine their assumptions as activity and a set of
behavioral standards. Klein, Bigley [7] have positioned There are two types of knowledge, namely the explicit
organizational culture as the core of the organization's knowledge and tacit knowledge. Explicit knowledge
activities that have an aggregate impact on the overall embodied in the form of: books, manuals, procedures
effectiveness and quality of products and services. and guidelines are printed clearly reveal information
through language, images, sounds, or other means of
communication. It can be processed, shipped and stored building using the network of knowledge within the
relatively easily. Meanwhile, tacit knowledge is highly organization.
personal and hard to formalize. Subjective insights,
intuitions and hunches included into the category of this 2.2. Organizational Culture
knowledge. Tacit knowledge embodied in the actions,
procedures, routines, commitment, ideals, values and Culture is something that is abstract, but the force was
emotions, which comprehensively are the human mind created in social situations and organizations from a
and body awareness. To communicate tacit knowledge strong culture [15]. The term 'culture', in a broader
to others, required an analog process that requires context, to show the idea of shared attributes (such as
processing simultaneously. language, religion, beliefs, traditions, heritage), and the
values that distinguish one group or society from
Explanation of Reid [11] knowledge sharing is defined another [16]. Hofstede, Hofstede [17] describe culture
the culture of social interaction, which involves the as the collective programming of the mind (the way
exchange of employee knowledge, experience, and people think and interpret information) that distinguish
skills through the entire department or organization. one group of people from another. In this paper
Knowledge sharing creates opportunities to maximize dimensions of organizational culture that will be
the ability of the organization to meet the needs of implemented there are four, namely: trust,
knowledge and generate solutions and efficiencies that communication, leadership and reward [18, 19].
provide businesses with a competitive advantage.
Knowledge sharing consists of a set of common Trust is the belief of the other party (the trustee), which
understanding related to providing employees access to causes people (trustor) believe that the act of trustee will
relevant information and the building using the network have positive consequences for the trustor [20]. Trust is
of knowledge within the organization. Sharing composed of three elements, namely the capability,
knowledge occurs at the individual and organizational benevolence and integrity.
level.
Communication between staff. Communication here
For individual employees, sharing knowledge is talking refers to human interaction through verbal conversation
with colleagues to help them get things in order to and use body language when communicating. Human
contribute to better, faster, or more efficient. For the interaction is increased by the presence of social
organization, sharing knowledge is capture, organize, networking in the workplace. Form of communication is
reuse, and experience-based knowledge transfer within fundamental in encouraging the transfer of knowledge
the organization and making knowledge available to [21]. Several previous studies have shown that
others in the business [12]. The success of communication contributes to share knowledge as it
knowledge-sharing networks must develop methods for: relates to trust in interorganizational relationships [22].
1) motivate members to participate and openly share
valuable knowledge, (2) prevent free riders, and (3) Leadership is the process of influencing others to
reduce the costs associated with starting and accessing achieve some desired goal. The leaders act as role
various kinds of valuable knowledge [13]. In this study models in which the sharing of knowledge occurs, as
the sharing of knowledge at the individual level is the well as, create incentives to do so. The leaders of the
sharing of knowledge that is influenced by organization's network facilitates knowledgeable
organizational culture that consists of trust, employees and provide best practice coordination and
communication, leadership and reward. collaboration activities. Therefore, leaders play an
important role in sharing knowledge because they
Unification in determining a decision, is the facilitate other members to create the necessary
organization's goals. The term "unified" adopted from knowledge locally [18].
Kilburg and Donohue [14] entitled Towards "A Grand
Unifying Theory" Leadership, in which the article One of the tools to motivate employees to share
explains the thinking Bennis (2007), about the most knowledge among themselves and between different
central leadership, such as effective leadership is departments is with an effective reward system, if there
essential for human organization and future front. Thus is no proper motivation, some employees may not be
the role of human resources in order to be more willing to share knowledge for fear of losing as a result
effective and contribute to innovation can be tapped and of this action. Organizational rewards motivate
then presented the variable "unified knowledge sharing". employees to share knowledge and develop cultural
Unified knowledge sharing defined a culture of knowledge [23].
employee social interaction, which involves the
exchange of employee knowledge, experience, and Hypothesis 1. The better the organizational culture
skills through the entire department or organization in characterized by trust, communication, leadership and
an integrated manner, which was built to provide reward, it will further encourage coherence unified
employees access to relevant information and the knowledge sharing process.
 2.3. Organizational Innovation with the status quo, the ability to detect trend emerging
competition more quickly, the ability to make quick
Innovation is imperative for organizations to always decisions, and agility to find new ways of doing
competitive and always able to adapt to environmental business. It is unlikely to be realized in the absence of a
changes. For an organization, human resources are the strong culture. Therefore, it is expected that there is a
main factors that must be considered in order to positive relationship between unified knowledge sharing
implement innovations. HR role has the responsibility to with organizational innovation
departments, units, functions and other parts of the
organization that contribute to the realization of Hypothesis 2. The better implementation of the unified
innovation. However, to realize the innovation often knowledge sharing will encourage the implementation
different views and some things that need to be of organizational innovation is getting better.
integrated. Hence the need for unified knowledge
sharing. 2.4. The Relationship Organizational Culture with
Organizational Innovation
Becker and Matthews [24] ranslate innovation in several
aspects, including: Organizational culture is formed and created by
people who are in the organization. People are not the
a. Reference to new things, showing something new to product, they are the main assets of an innovative
the organization; does not need to be new in the company [28]. HR is involved in the whole process
industry or commerce in general, but at a certain of innovation, because 1) it is considered that the
point in a certain period, for an organization that is innovative capacity of a company to be in
new. intelligence, imagination and creativity of employees
[29], 2) implications and support staff required for
b. Implications of new things, but it does not mean that the development and implementation of innovation
the distinction between 'old' and 'new' must be [30].
radical; we do not only refer to the disconnected Individual creativity as a basis for initiating
innovation, but also innovation incremental or innovation is not only influenced by organisational
continuous; in other words, drawing on the talents factors (i.e. organisational culture), but also greatly
and abilities available to do things better, or to do depends on the surrounding (societal) culture as a
something different. whole. Without ruling out the role of organisational
determinants, societal culture as a factor of
c. This definition also emphasizes the importance of innovation initiation [31].
considering the results of innovation, not only the Several studies [3, 4, 19] have shown that there is a
emergence of an idea or a new generation, but it positive relationship between culture and
must create value for the organization through organizational innovation. Conclusion described by
commercialization. This can be supported by the Kaasa [3] can be said that the innovation output is
process of innovation management, signal undoubtedly related to the input of innovation, such
processing, strategies, resources and as R & D, but also the innovation process is
implementation. determined by culture. With reference to previous
studies, it is expected that the relationship between
d. Referring to the ongoing value, does not mean only organizational culture to organizational innovation is
the economic benefits alone. This value may be
positive.
related to the financial results, social, environmental
or other benefit to the organization eventually.
Hypothesis 3. The power of increasing organizational
Organizations must be able to learn quickly and
culture, the better implementation of organizational
constantly, continuously innovate and take new strategic innovation.
move faster and more convenient [25]. Based on
empirical studies conducted by Nasiripour, Radfar [26] 2.5. Perceived Organizational Support
variables of knowledge sharing has a positive effect on
innovation. This indicates that the variables of Organization support theory assumes employees form
knowledge sharing can handle business matters. This general beliefs concerning how much the organization
study begins to explore the factors that affect innovation. values their contributions and cares about their
This is in line with research by Naghavi, Dastaviz [27] well-being. Based on the reciprocity norm, such
which have been proved that there is a significant perceived organizational support (POS) would elicit
positive relationship of knowledge management employees’ felt obligation to care about the
processes to organizational innovation. Something that organization’s welfare and to help the organization
can not be avoided organization is facing constant reach its objectives. Employees could satisfy this
change, means the organization must make a discomfort indebtedness through greater affective commitment to
the organization and greater efforts to help the
organization [32].

Individuals tend to "form a belief as to the extent to

which the organization values their contributions and
cares about their well-being" [33]. Some individuals
may base their POS on factors such as the desire of the
members of the organization to provide special
assistance or special equipment to complete an activity.
Other people may develop a strong sense based on the
willingness of the members of the organization to
provide additional opportunities for training that appeals
to them. In addition, employees are often sensitive to
environmental constraints and related organizations that
may limit their ability to provide the desired benefits.
Perceived organizational support associated with the
belief that it will fulfill its obligations by giving awards Figure 1. Conceptual Model
to employees [34]. There are two aspects to determine
the condition of perceived organizational support
employee. Both of these aspects are: appreciation of the 4. MEASUREMENT VARIABLE
contribution of the employee organization and the
organization's attention to the welfare of employees. The indicators used to measure the unified knowledge
sharing, there are four items, the first item: a willingness
The need for innovation in organizations has resulted in to cooperate,that is the item proposed in this study, and
a new focus on the role of a leader in shaping the nature three subsequent items adopted from Mathuramaytha
and success of the creative effort [35]. While the [37]. The following indicators of unified knowledge
creative ideas of individual employee level, does not sharing: a) willingness to cooperation, b) willingness to
always lead to the success of the creative idea at the share, c) capability to learn, d) capability to transfer
organizational level. But at least it provides a starting knowledge.
point for organizational innovation [36]. Thus, for
individual employees perceived organizational support Organizational culture will be measured by the four
will encourage the implementation of the unified dimensions, namely: trust, communication, leadership
knowledge sharing. And once that perceived and reward [18]. Organizational innovation in this
organizational support will be positively related to study were divided into three main dimensions, namely:
organizational innovation. product innovation, process innovation and
administrative innovation based on the types that have
Hypothesis 4. The increase of perceived organizational been discussed in previous literature [38].
support, it will further encourage the unified knowledge
sharing. POS was measured with items adopted from
Eisenberger, Armeli [32], consists of: a) The
Hypothesis 5. The increase of perceived organizational organization proud of my accomplishments, b) The
support, it will further encourage the implementation of organization really cares about my well-being, c)
organizational innovation. Organization appreciate my contribution to the welfare,
d) Organization is considering the goals and values of
3. MODEL CONCEPTUALISATION me, e) The organization showed little concern to me (R),
f) The organization is willing to help me if I need
The concept of "the unified knowledge sharing" is to special assistance.
share knowledge in an integrated manner by the
leadership of the organization, in order to implement 5. CONCLUSION
organizational innovation in each work unit, together for
the integrity of the building innovation compiled by the Organizational culture can encourage a unified
organization. So in innovation in each unit there is knowledge sharing. This paper confirms that the unified
continuity with organizational innovation. This requires knowledge sharing is a variable that can encourage
support from both organizational factors and individual organizations to achieve organizational innovation. This
factors. Organizational factors on the image shown is in line with several studies that have been conducted
horizontally, that is the culture of the organization. [9, 12, 39]. In order to realize an organizational
While individual factors are illustrated in the image innovation required organizational factors and
vertically, ie the existence of employee perceptions of individual factors. Without the support of these two
organizational support. variables, it is difficult to capture, organize, reuse, and
transfer of knowledge based on existing experience in
every interaction of individuals in the organization.
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