The effect of Organizational Culture, Computer Self-efficacy and Employee Knowledge Sharing Behavior (Case Study: Social Security Organization)

Currently, the most important source of valuable knowledge to know and to compete with others to manager their intellectual resources and capabilities. For this reason, many organizations have implemented extensive programs for knowledge sharing management. They must use information technology to support the acquisition, storage, retrieval, and sharing of knowledge, and create a culture of knowledge sharing among employees, and this also requires cultural change. The purpose of this study was to investigate the effect of organizational culture on computer self-efficacy and employee knowledge sharing behavior. The statistical population of the study was employees of Ahvaz social security organization, which number is 650 people. Sampled by Morgan table of 242 people using a questionnaire. The research is from the objective of the research it is an applied research and collection the research is descriptive correlational. Validity of the questionnaire was confirmed by the Academic Experts opinion (Content Validity) and its reliability was confirmed by Cronbach's alpha coefficient (0.919). Data were analyzed using SPSS-v20 and AMOS-v24 software. The results show that rational culture has a significant effect on knowledge sharing (explicit and tacit) and computer self-efficacy. Hierarchical culture has a significant effect on tacit knowledge sharing. Group culture has a significant effect on computer self-efficacy, and computer self-efficacy has a significant effect on knowledge sharing (explicit and tacit). Impact of group culture on explicit knowledge sharing and Hierarchical culture on computer self-efficacy was not confirmed.