Organisational culture and knowledge management systems adoption: examining employee usage in multinational corporations
Organisational culture and knowledge management systems adoption: examining employee usage in multinational corporations
In an era marked by digital transformation and organisational complexity, multinational corporations (MNCs) strive to build flexible systems that can harness and share knowledge effectively across diverse cultural and geographic contexts. This study investigates the strategic role of organisational culture in enabling the adoption and utilisation of knowledge management systems (KMSs) and how this relationship influences knowledge sharing and organisational effectiveness. Drawing upon the Technology Acceptance and Denison’s cultural framework, this research positions organisational culture as a key driver of system flexibility, enhancing user perceptions of usefulness and ease of use, and thereby fostering greater engagement with KMSs. Survey data from 221 respondents across Europe and the Middle East were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings reveal that cultural adaptability, involvement, and mission significantly impact KMSs usage and knowledge sharing, which are critical for organisational agility and sustained performance. This study contributes to the literature on flexible systems management by demonstrating how culturally embedded knowledge practices enhance technological adoption and strategic responsiveness. It offers practical insights for global firms seeking to develop adaptive knowledge infrastructures that support innovation, collaboration, and resilience in dynamic international environments.
Knowledge management systems, Knowledge sharing, Organisational culture, Organisational effectiveness, Technology flexibility
439-467
Abdelrahman, Mahmoud
9a978bd8-7104-49ee-aee2-253e5c85065a
Papamichail, K. Nadia
97d0a2fd-999a-4cf9-a0d0-079d174d203f
Hammady, Ramy
9d5ff940-2d85-44e7-b001-222ae2feb935
Kurt, Yusuf
c7a67600-5d5c-4880-a0b0-af9d163ce077
Abdallah, Wael
1d7c6e63-9b89-48f3-a561-35770f006597
Shixiong Liu, Leo
e8b23725-b85d-4600-8278-5b2f0904e135
Kapser, Sebastian
4c08ef3f-232d-4067-adf1-10421df95a82
September 2025
Abdelrahman, Mahmoud
9a978bd8-7104-49ee-aee2-253e5c85065a
Papamichail, K. Nadia
97d0a2fd-999a-4cf9-a0d0-079d174d203f
Hammady, Ramy
9d5ff940-2d85-44e7-b001-222ae2feb935
Kurt, Yusuf
c7a67600-5d5c-4880-a0b0-af9d163ce077
Abdallah, Wael
1d7c6e63-9b89-48f3-a561-35770f006597
Shixiong Liu, Leo
e8b23725-b85d-4600-8278-5b2f0904e135
Kapser, Sebastian
4c08ef3f-232d-4067-adf1-10421df95a82
Abdelrahman, Mahmoud, Papamichail, K. Nadia, Hammady, Ramy, Kurt, Yusuf, Abdallah, Wael, Shixiong Liu, Leo and Kapser, Sebastian
(2025)
Organisational culture and knowledge management systems adoption: examining employee usage in multinational corporations.
Global Journal of Flexible Systems Management, 26 (3), .
(doi:10.1007/s40171-025-00448-w).
Abstract
In an era marked by digital transformation and organisational complexity, multinational corporations (MNCs) strive to build flexible systems that can harness and share knowledge effectively across diverse cultural and geographic contexts. This study investigates the strategic role of organisational culture in enabling the adoption and utilisation of knowledge management systems (KMSs) and how this relationship influences knowledge sharing and organisational effectiveness. Drawing upon the Technology Acceptance and Denison’s cultural framework, this research positions organisational culture as a key driver of system flexibility, enhancing user perceptions of usefulness and ease of use, and thereby fostering greater engagement with KMSs. Survey data from 221 respondents across Europe and the Middle East were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings reveal that cultural adaptability, involvement, and mission significantly impact KMSs usage and knowledge sharing, which are critical for organisational agility and sustained performance. This study contributes to the literature on flexible systems management by demonstrating how culturally embedded knowledge practices enhance technological adoption and strategic responsiveness. It offers practical insights for global firms seeking to develop adaptive knowledge infrastructures that support innovation, collaboration, and resilience in dynamic international environments.
Text
s40171-025-00448-w
- Version of Record
More information
Accepted/In Press date: 25 May 2025
e-pub ahead of print date: 24 June 2025
Published date: September 2025
Keywords:
Knowledge management systems, Knowledge sharing, Organisational culture, Organisational effectiveness, Technology flexibility
Identifiers
Local EPrints ID: 503868
URI: http://eprints.soton.ac.uk/id/eprint/503868
ISSN: 0972-2696
PURE UUID: c7424cd2-91dd-41a7-a1d9-645058327b8f
Catalogue record
Date deposited: 15 Aug 2025 16:41
Last modified: 22 Aug 2025 02:49
Export record
Altmetrics
Contributors
Author:
Mahmoud Abdelrahman
Author:
K. Nadia Papamichail
Author:
Ramy Hammady
Author:
Yusuf Kurt
Author:
Wael Abdallah
Author:
Leo Shixiong Liu
Author:
Sebastian Kapser
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics