Investigating the Influence of Organizational Culture on Innovation and Knowledge Sharing in Public Sector Organizations
Keywords:
Organizational culture, Innovation, Knowledge sharing, Public sector, Qualitative research, Iran, Bureaucracy, Psychological safetyAbstract
This study aims to explore how organizational culture influences innovation and knowledge sharing behaviors within public sector organizations in Tehran, Iran. This research adopted a qualitative design using a phenomenological approach to capture participants' lived experiences related to organizational culture, innovation, and knowledge sharing. Data were collected through semi-structured interviews with 22 employees from various public sector organizations in Tehran, selected via purposive sampling to ensure diversity in role, department, and tenure. Interviews continued until theoretical saturation was achieved. Each interview was audio-recorded, transcribed, and analyzed thematically using NVivo 14 software. Thematic analysis was conducted following Braun and Clarke’s six-phase framework, and findings were validated through member checking and peer debriefing to enhance credibility and trustworthiness. Three overarching themes emerged from the data: (1) Organizational Culture Norms, including leadership style, bureaucratic routines, and psychological safety; (2) Drivers and Barriers to Innovation, such as lack of incentives, autonomy, and cross-departmental collaboration; and (3) Knowledge Sharing Practices, influenced by communication structures, trust, and technological support. Participants reported that rigid hierarchies, fear of reprisal, lack of rewards, and poor communication infrastructures significantly hindered both innovation and knowledge sharing. However, in departments where trust, autonomy, and managerial support were present, higher levels of innovation and knowledge exchange were observed. The study concludes that organizational culture in public sector institutions is a determining factor in the success or failure of innovation and knowledge sharing initiatives. Addressing cultural barriers such as fear-based management, rigid hierarchies, and siloed communication is essential for fostering a more innovative and collaborative environment in the public sector.
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