The Role of Organizational Culture in Supporting Knowledge Management: An Applied Study at the National Cancer Institute in Sabratha

Abstract

This study aims to examine the role of organizational culture in supporting knowledge management at the National Cancer Institute in Sabratha, in light of the growing challenges facing healthcare organizations and the increasing need to invest in knowledge as a strategic resource for improving performance and healthcare service quality. The study adopted a descriptive-analytical approach, and data were collected using a questionnaire distributed to a stratified sample of 284 employees representing various job categories within the institute.

Organizational culture was examined through four main dimensions: organizational values, organizational beliefs, organizational norms, and organizational expectations, while knowledge management represented the dependent variable. The statistical analysis conducted using SPSS revealed that the overall level of organizational culture at the institute was good. The results also indicated a statistically significant positive relationship between organizational culture and knowledge management.

Furthermore, the findings showed that all dimensions of organizational culture have a significant effect on supporting knowledge management, with organizational expectations having the strongest impact, followed by organizational values, organizational beliefs, and organizational norms. The study concludes with a set of recommendations emphasizing the importance of strengthening a supportive organizational culture, enhancing knowledge sharing practices, developing technological infrastructure, and improving organizational structures to support effective knowledge management in healthcare institutions.