The Role of Organizational Cultural Structure on Personnel's Inclination in the Sharing of Tacit Knowledge

Knowledge management is the most important task of leading organizations in the knowledge age. One of the most important KM actions is to create an appropriate context for knowledge sharing among members of the organization, especially tacit knowledge. One of the main prerequisites for this is the facilitation and supportive organizational culture. Therefore, in this paper, the simultaneous impact of four organizational dimensions (learning culture, participatory culture, knowledge sharing culture and trust culture) on the sharing of tacit knowledge is examined. The research method is descriptive and correlational. The statistical population includes 905 managers and experts of a private company in Iran. By random sampling, 274 of them were selected as sample. The results of the research show that the dimensions of organizational culture have a significant impact on facilitating the tacit knowledge sharing in the organization. These results confirm the necessity of developing an organizational culture supporting knowledge to encourage employees to share knowledge. At the end this paper Provide executive suggestions.