Orientation: Continuous innovation and knowledge sharing have become the linchpin of contemporary organisations, especially universities.Universities thus need to create a conducive organisational culture to enable innovation and knowledge sharing.Research purpose: This study aimed to contribute empirically to an understanding of how an innovative university can be realised in a developing country context.Motivation for the study: As innovation and knowledge sharing remain a challenge for most southern African universities, this article provides a theoretical and empirical understanding of the positive influence of organisational culture on these variables.
Research approach/design and method: The study followed a survey design.A structured questionnaire was administered to a dove dark chocolate squares sample of 277 university staff members.A total of 195 questionnaires were collected for data analysis, yielding a response rate of 70.39%.
Data were interpreted using descriptive statistics and partial least squares structural equation modelling to analyse the relationship between the variables.Main findings: The results indicated that the university under investigation had a dominant rational or clan culture orientation.A significant relationship was found between organisational culture and innovation and organisational culture and knowledge sharing.Practical/managerial implications: The study proposes that innovation and knowledge sharing can best be realised within an adhocracy culture.
Strategic priorities were proposed to the management sterilite 70 quart of the university to enhance the pervasiveness of these variables.Contribution/value-add: The study provides empirical evidence of the positive effect of organisational culture on innovation and knowledge sharing, confirming that organisational culture is a predictor of both innovation and knowledge sharing.