THE INFLUENCE OF ORGANIZATIONAL CULTURE TYPES FROM CVF MODEL ON KNOWLEDGE SHARING

The paper presents a review of literature resources that studied the effects of certain types of organizational culture on the knowledge sharing behaviour in companies. The research included 17 scientific papers from Web of Science and Scopus citation databases, that presented various evidence of impact of certain types of culture on different dimensions and types of knowledge sharing. Emphasis is placed on a typology based on Competing Values Framework, since it provides a theoretical basis for studying the impact of organizational culture on knowledge sharing in most available studies. It has been shown that the clan culture is most conducive to knowledge sharing in companies, followed by the adhocracy type, white the market type has a negative impact. For the hierarchy type, the results are quite inconsistent and additional research is needed. Implications of results referred for practitioners are clear. Companies that want to encourage knowledge sharing among their employees should nurture values such as teamwork, friendly atmosphere, mutual trust and organizational commitment, as these are the main characteristics of a clan type culture. Following the analysis of the results, directions for future research have been suggested in the discussion section.