The Effects of National Culture on Leadership Style, Cooperation and Knowledge Sharing and Creating Culture in Organizations
Date Issued
2006
Date
2006
Author(s)
Yang, Wen-Wei
DOI
en-US
Abstract
Knowledge management (KM) is not simply a technological application; more importantly, it is also a social process. Human and social factors such as national culture, leadership style and organizational culture may have influence on knowledge processes in organizations. In this research, we investigated how national culture affects on leadership style, cooperation and knowledge sharing and creating culture in organizations. Constructs of national culture consist of horizontal and vertical dimensions of individualism-collectivism. Moreover, we proposed that leadership style and cooperation play roles as mediator between national culture and knowledge cultures in organization. This research was conducted in Taiwan and New Zealand. We also examined the cultural tendency of Taiwan and New Zealand and the cultural difference between these two countries. The survey result shows that Taiwan’s participants are more vertical collectivist and New Zealand’s participants are more horizontal individualistic. We also found that horizontal collectivism is positively related to transformational leadership and cooperation. Moreover, transformational leadership and cooperation are positively associated with knowledge creating culture. Based on these findings, we suggest that horizontal collectivism may be the most important cultural pattern for a knowledge-creating organization.
Subjects
個人主義
團體主義
領導風格
團隊合作
知識分享
知識創造
National culture
individualism-collectivism
leadership style
organizational culture
cooperation
knowledge sharing
knowledge creation
Type
other
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