The Moderating Role of Democratization Culture: Improving Agility through the Use of Big Data Analytics

Big data analytics (BDA) is considered an enabler of agility by helping organizations perform more informed and faster decision making. To achieve agility, firms need a backbone of stability, such as organizational culture. However, there is a dearth of research examining the relationship among agility, BDA use and organizational culture. In this regard, considering increasing attention given to data democratization in business, this paper introduces ‘democratization culture’ which values sharing of knowledge and acceptance of diversity. Assuming organizational culture as a contextual factor, our research examines the moderating effect of democratization culture on the relationship between BDA use and agility. Also, BDA use is classified into advanced and basic use based on functions and BDA types. Research model is empirically validated through data collected from 304 senior-level managers, confirming that democratization culture has different moderating effects, depending on whether agility is influenced by advanced or basic use of BDA

Knowledge Sharing Practices in Academics

Knowledge sharing is considered as thefoundation of learning and research at colleges anduniversities. In the context of higher education,knowledge sharing is the process of exchanging andacquiring knowledge that is needed through informaland formal channels technical facilities.This systematic literature review explainedknowledge sharing practice both by university andstudent. In this systematic Literature Review, willidentify and analyze what common practices ofknowledge sharing on academic purpose from eachresearch from 2007 until 2017

Recruiting more U.S. women into engineering based on stories from Morocco: a qualitative study

The objective of this project is to examine the differences between Moroccan and American students with regards to the cultural influences that led them to pursue an engineering degree. Annually since 2015, a partnership between a university in Morocco and MSU allows senior engineering Moroccan students to study at MSU to obtain their graduate degree in aerospace or mechanical engineering. The roughly equal gender representation in most Moroccan cohorts prompted our research question: “How do students from Morocco and the United States describe the cultural reasons that factored into their choice to pursue an engineering degree?” This exploratory qualitative study is guided by the combined frameworks of Hofstede’s Cultural Dimension (HCD) and Expectancy-Value Theory (EVT). The influence of expectancy, family/social structure, and value are evaluated using EVT and cultural factors are evaluated through HCD. We conducted two phases of semi-structured interviews with senior and graduate Moroccan and American students. This study resulted in the modification of the EVT model to include the three constructs of Collectivism, Religion, and Power Distance Index. It also revealed how EVT’s task values manifest differently across cultures. Results indicate that cultural differences manifest primarily through the “Collectivist” mentality among Moroccans, explaining the gender participation difference between Moroccan and American engineering students

How does social media affect the behaviours of managers and employees in non-democratic countries?

The majority of social media studies have focused their attention on national and international companies in developed countries where democracy is part of the national culture of their citizens. The purpose of this research is to understand how social media usage effects organisational behaviour and culture in non-democratic countries. From a qualitative framework based on the current literature and Hofstede cultural analysis, we developed semi-structured interviews with one CEO and five middle managers from an international company in Iran in order to suggest several ways on how the use of social media within this type of company affects organisational behaviour. The results indicate that organisational culture is influenced by culture in non-democratic countries. The use of social media also has a positive impact on transformational leadership, collaboration, knowledge sharing and team-work but negatively on transparency which increases organisational stress.Peer ReviewedPostprint (author's final draft

A Cultural Value Congruence Approach to Organizational Embeddedness

Drawing on the person–organization fit theory, we investigate how the value congruence between employees’ collectivist values and their perception of organizational collectivism influences organizational embeddedness. Based on a survey of 515 working adults, the polynomial regression and response surface analysis results support that embeddedness is highest in the presence of both high individual and organizational collectivism. Additionally, the smaller the discrepancy between the two perceptions, the more embedded the employees. Our study contributes to the cultural perspectives in the organizational embeddedness research by theorizing and measuring the impact of collectivism at the individual level. The findings also contribute to the person–organization fit theory by identifying a value congruence approach to organizational embeddedness

Improving Agility Using Big Data Analytics: The Role of Democratization Culture

Background: Big data analytics (BDA) is considered an enabler of organizational agility because it helps firms to sense market-based changes and improve decision making in a more informed and timely manner. However, in reality, only a handful of firms have achieved improvement in their outcomes by using BDA. To address this inconsistency, our study explores the conditions under which BDA use translates into agility. We particularly focus on organizational culture because in the pursuit of agility, culture is emphasized as a source of stability that allows firms to successfully adapt to the changing environment. Therefore, by assuming organizational culture as a contextual factor, this study examines the moderating effect of organizational culture on the link between BDA use and agility. Method: We employ a concept from data democratization called “democratization culture,” which values the willingness to share information and the acceptance of diversity. We also adopt collectivistic culture for comparison with democratization culture. Further, BDA use is decomposed into advanced and basic use based on the functions and BDA types. A model is proposed and empirically validated through survey data collected from 304 senior-level managers. Results: Our findings suggest that the moderating effects of democratization culture on agility are different depending on whether it is combined with advanced or basic BDA use. Conclusions: This study provides initial empirical evidence that contributes to the scarce research on the role of organizational culture in the link between BDA use and agility. Available at: https://aisel.aisnet.org/pajais/vol12/iss2/2

Relationships between Trust and Collaborative Culture in The Context of Tacit Knowledge Sharing

The literature review presents a lot of theoretical and empirical evidence that trust affects collaborative culture. The opposite also proves to be true: collaborative culture influences trust. The main hypothesis presented in this paper says that both these factors are strongly correlated and modify each other. This study examines the mutual relationship of the said variables in the context of tacit knowledge sharing based on research conducted among 514 Polish professionals performing different functions, and having various experience in managing projects, in the construction industry. The results obtained in the course of the study indicate that there is not only a strong correlation between trust and collaborative culture but both of them have a strong influence on tacit knowledge sharing. The main managerial implication of the study is the importance of stimulating the growth of both collaborative culture and trust. receiving a strong synergy effect will make it possible to leverage tacit knowledge sharing as an agent contributing to a company’s performance

KNOWLEDGE CULTURE AND LIBRARIAN\u27S PRODUCTIVITY IN UNIVERSITY LIBRARIES IN SOUTH-SOUTH, NIGERIA

This work is set to ascertain Knowledge Culture and Librarians’ Productivity in University Libraries in South-South, Nigeria. A descriptive survey design was adopted for the study. The study population was 132 Librarians working in the Federal, State and Privately-owned University libraries in South-South Nigeria. The entire population was used for the study as it was manageable. A self-designed questionnaire was used to collect data on knowledge culture and Librarians productivity. Means were used to answer the Research questions while the Pearson Product Moment Correlation coefficient was used to test the hypotheses. Results from the study show that University Librarians adopted different strategies for Knowledge Culture and that there is a positive significant relationship between knowledge Culture and librarians’ productivity in university libraries. The study recommended amongst others that Librarians should adopt Swift decision-making strategies in university libraries University librarians should set time aside for knowledge sharing among colleagues Nigerian Library Association, University librarian Association and other professional bodies should write policies to knowledge sharing and it should be made known to all librarie

Knowledge Sharing Behavior in Homeland Security - The Roles of Trust, Technology, and Expectations

This study focused on the knowledge sharing of employees at homeland security. In this study we developed and tested a theoretical model on the factors that influence employees’ attitude, intention, and behavior to share knowledge. We relied on the theory of reasoned action and media synchronicity theory to build our theoretical model. We found support for most of our hypotheses in this study which are consistent with prior studies on knowledge sharing. In particular, we found that trust had a positive relationship with the attitude to share knowledge. Another important finding is the role of information and communication technology (ICT) in knowledge sharing in homeland security. We found that ICT to support processing of information strengthened individual employees’ intention to share knowledge while the technology to support transmission of information facilitated knowledge sharing behavior