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The Influence of Organizational Culture on Employee Performance: The Mediating Role of Knowledge Sharing in Ghanaian Enterprises
Article Number: SIS425893AI121124
12th November, 2024
Author(s):
Emmanuel Kwabena Oppong, Vida Korang
Abstract:
This study explores the
influence of organizational culture on employee performance within Ghanaian
enterprises, focusing on the mediating role of knowledge sharing.
Organizational culture, encompassing values, beliefs, and practices,
significantly affects employee engagement and alignment with organizational
goals. While prior research in Western and Asian contexts highlights knowledge
sharing as a key performance enhancer, studies in African business environments
remain limited. This study addresses this gap by examining how cultural
dimensions of adaptability, consistency, involvement, and mission shape
employee performance in Ghana, with knowledge sharing as a potential mediator. A
quantitative cross-sectional design was adopted, utilizing survey data from 132
employees across diverse Ghanaian enterprises. Analysis using Partial Least Squares
Structural Equation Modeling (PLS-SEM) revealed that organizational culture
significantly and positively influences employee performance, with
mission-oriented cultures showing the highest impact (β = 0.352, p
< 0.05). However, knowledge sharing did not significantly mediate the
relationship between culture and performance (β = 0.013, p =
0.281), suggesting that Ghanaian employees may prioritize cultural alignment
and structured organizational values over peer-based knowledge sharing.
Additionally, the model accounted for 71.8% of the variance in employee
performance, underscoring the strong role of organizational culture in
influencing productivity. These findings highlight the unique influence of
Ghanaian cultural and organizational norms on performance outcomes, where
hierarchical structures and high power distance may limit the impact of
knowledge sharing as a mediating factor. The study concludes with
recommendations for fostering mission-driven cultural practices while
implementing targeted knowledge-sharing interventions to support performance
within hierarchical settings. This research contributes to the literature on
organizational culture in non-Western contexts and provides practical insights
for managers seeking culturally aligned performance frameworks in Ghanaian
enterprises.