The Effect of Organizational Culture on Knowledge sharing: A case study of Civil Service Bureau in Bahrain

Authors

knowledge sharing, Trust, Innovation, Conflict, Shared vision

This study aimed at investigating the effect of organizational culture on knowledge sharing (KS). Specifically

the study examined the effect of trust, innovation, shared vision and conflict on KS. The study used a case study approach.

An online survey was used to collect data. The survey was emailed to all 295 employees of the Civil Service Bureau in

Bahrain. In total 102 questionnaires were received giving a response rate of 35%. Multiple regression analysis was used to

test the hypotheses. The study found that trust has a moderate positive and significant effect on KS (b=0.589***), shared

vision has a very weak positive and significant effect on KS (b=0.098*), innovation has a weak positive and significant

effect on KS (b=0.229***) and that conflict has a weak negative and significant effect on KS (b=0.199*). The study also

found that the educational level had an effect on knowledge sharing.

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