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Mečev, Dijana
Zbornik Veleučilišta u Rijeci, 05/2022, Volume: 10, Issue: 1Journal Article
U radu se daje pregled literature koja prikazuje rezultate istraživanja o utjecaju pojedinih tipova organizacijske kulture na dijeljenje znanja u poduzećima. Istraživanje je obuhvatilo 17 znanstvenih radova iz citatnih baza Web of Science i Scopus, a koji su pružili raznolike dokaze o utjecaju pojedinih tipova kulture na različite dimenzije i vrste dijeljenja znanja. U analizi je naglasak stavljen na tipologiju utemeljenu na Modelu suparničkih vrijednosti, budući da ona predstavlja teorijsku podlogu za proučavanje utjecaja organizacijske kulture na dijeljenje znanja u većini dostupnih studija. Pokazalo se kako klanski tip organizacijske kulture najviše pogoduje dijeljenju znanja u poduzećima, zatim adhokratski tip, dok tržišni tip ima negativan utjecaj. Za hijerarhijski tip kulture rezultati su poprilično nekonzistentni i potrebna su dodatna istraživanja. Implikacije navedenih rezultata za praktičare ovim su jasne. Poduzeća koja žele poticati dijeljenje znanja među svojim zaposlenicima trebala bi njegovati vrijednosti kao što su timski rad, prijateljsko ozračje, međusobno povjerenje i odanost organizaciji, jer su to glavne karakteristike klanskog tipa kulture. U raspravi su, nakon analize rezultata, ponuđene neke smjernice za buduća istraživanja. The paper presents a review of literature resources that studied the effects of certain types oforganizational culture on the knowledge sharing behaviour in companies. The research included 17scientific papers from Web of Science and Scopus citation databases, that presented various evidenceof impact of certain types of culture on different dimensions and types of knowledge sharing. Emphasisis placed on a typology based on Competing Values Framework, since it provides a theoretical basisfor studying the impact of organizational culture on knowledge sharing in most available studies. Ithas been shown that the clan culture is most conducive to knowledge sharing in companies, followedby the adhocracy type, while the market type has a negative impact. For the hierarchy type, theresults are quite inconsistent and additional research is needed. Implications of results referred forpractitioners are clear. Companies that want to encourage knowledge sharing among their employeesshould nurture values such as teamwork, friendly atmosphere, mutual trust and organizationalcommitment, as these are the main characteristics of a clan type culture. Following the analysis of theresults, directions for future research have been suggested in the discussion section.
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