Unlocking Collaboration: How Organizational Culture Shapes Knowledge Sharing and Hoarding among Faculty
Abstract
This study examines the impact of organizational culture on faculty collaboration in universities of Khyber Pakhtunkhwa, Pakistan, with a focus on the mediating roles of knowledge sharing and knowledge hoarding, as well as the moderating role of incentive structures. Drawing on the Knowledge-Based View and Social Exchange Theory, a quantitative, survey-based design was employed. Data were collected from 372 faculty members across public universities in the region. Mediation and moderation analyses were conducted using Preacher and Hayes’ PROCESS macro with bootstrapping. The results reveal that supportive organizational cultures significantly enhance knowledge sharing and collaboration, whereas competitive cultures foster knowledge hoarding, which in turn reduces collaborative outcomes. Mediation analysis confirmed that knowledge sharing transmits the positive effect of culture on collaboration, whereas knowledge hoarding carries its negative influence. Moderation results further showed that collaborative incentive structures strengthen the culture–sharing–collaboration pathway, while competitive incentives amplify the culture–hoarding–reduced collaboration link. The study contributes to theory by integrating organizational culture, knowledge behaviors, and incentives into a unified framework. It offers practical guidance for policymakers and administrators seeking to strengthen collaborative practices in higher education.
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