Online from: 2000
Subject Area: Information and Knowledge Management
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|Title:||Organizational culture, climate and IC: an interaction analysis|
|Author(s):||Jamal A. Nazari, (Bissett School of Business, Mount Royal University, Calgary, Canada, and Haskayne School of Business, University of Calgary, Calgary, Canada), Irene M. Herremans, (Haskayne School of Business, University of Calgary, Calgary, Canada), Robert G. Isaac, (Haskayne School of Business, University of Calgary, Calgary, Canada), Armond Manassian, (Olayan School of Business, American University of Beirut, Beirut, Lebanon), Theresa J.B. Kline, (Faculty of Psychology, University of Calgary, Calgary, Canada)|
|Citation:||Jamal A. Nazari, Irene M. Herremans, Robert G. Isaac, Armond Manassian, Theresa J.B. Kline, (2011) "Organizational culture, climate and IC: an interaction analysis", Journal of Intellectual Capital, Vol. 12 Iss: 2, pp.224 - 248|
|Keywords:||Canada, Intellectual capital, Iran, Lebanon, Management techniques, Organizational climate, Organizational culture|
|Article type:||Research paper|
|DOI:||10.1108/14691931111123403 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This study aims to empirically investigate the role of organizational culture and climate in supporting intellectual capital (IC) management systems. Specifically, it seeks to investigate the relationship between organizational characteristics (culture and climate) and IC management systems in the Middle East (Iran and Lebanon) and Canada.
Design/methodology/approach – Data were gathered via a survey instrument and statistical analysis was used to test for significance between dependent and independent variables. Then a two-stage hierarchical multiple regression was used to test for the nature and effects of country of origin as a moderating variable.
Findings – The findings suggest that both culture and climate play significant roles in developing management systems for IC. In addition, for country, when organizational climate improves, Middle Eastern respondents perceived an even greater improvement in IC management systems compared to their Canadian counterparts.
Originality/value – There is limited research that has been undertaken to compare developed and developing countries with regard to the influence of organizational characteristics on IC management systems. This research is timely given the recent publication of the
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