Organisational Culture and Knowledge Management Systems Adoption: Examining Employee Usage in Multinational Corporations

Author's Department

Management Department

Fifth Author's Department

School of Business Financial Center or Citadel Capital Financial Services Center

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https://doi.org/10.1007/s40171-025-00448-w

All Authors

Mahmoud Abdelrahman K. Nadia Papamichail Ramy Hammady Yusuf Kurt Wael Abdallah Leo Shixiong Liu Sebastian Kapser

Document Type

Research Article

Publication Title

Global Journal of Flexible Systems Management

Publication Date

9-1-2025

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.

First Page

439

Last Page

467

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