مجلة الإستراتيجية والتنمية
Volume 9, Numéro 3, Pages 51-65
This study investigates the indirect effect of organizational culture (OC) on knowledge sharing (KS) through top management support (TMS) and social interaction (SI). The data were collected through a survey from 220 employees of the Algerian corporation in charge of electricity and natural gas distribution (Sonelgaz spa). In order to test the model, structural equation modeling was applied by using AMOS 21. Results show that the relationship between organizational culture (OC) and knowledge sharing (KS) is totally mediated by both top management support (TMS) and social interaction (SI), since the direct effect between organizational culture (OC) and knowledge sharing (KS) is not significant.
knowledge sharing ; organizational culture ; social interaction ; top management support
إيمان بن محمد
Guerdouba Nacer Eddine