Wen-Jung Chang, Da-Chian Hu and Panay Keliw
Therefore, this study aims to explore the relationships among OC, KS, OCB and OI “Organization” is often seen as a company and few studies pay much attention to tribes and other…
Abstract
Purpose
Therefore, this study aims to explore the relationships among OC, KS, OCB and OI “Organization” is often seen as a company and few studies pay much attention to tribes and other related organizations and communities of Indigenous peoples. However, Indigenous peoples production organizations (IPPOs) would be certainly influenced by factors from the internal/external, including organizational culture (OC), organizational citizenship behavior (OCB), knowledge sharing (KS) and organizational innovation (OI). Therefore, this study aims to explore the relationships among OC, KS, OCB and OI.
Design/methodology/approach
Based on valid 139 Indigenous workers in IPPOs, this study used structural equation modeling to validate the relationships among OC, OCB, KS and OI.
Findings
The empirical findings indicate that OC would significantly influence OCB and OI, whereas KS would not have significant impact on OI. In addition, OC would not influence KS as usual, whereas OCB would do. Finally, OCB would impact KS.
Practical implications
As OCB acts as a complete mediator in OC–KS relationship, it means that these IPPOs already have OCB to motivate their staffs to do KS, but not enough to achieve more excellent performance on innovation.
Originality/value
Compared to past studies, this study aims to investigate the theory of organizational behavior and whether it is suitable between general businesses and IPPOs.