The Influence of Organizational Culture on Employee Performance: The Mediating Role of Knowledge Sharing in Ghanaian Enterprises

This study explores the influence of organizational culture on employee performance within Ghanaian enterprises, focusing on the mediating role of knowledge sharing. Organizational culture, encompassing values, beliefs, and practices, significantly affects employee engagement and alignment with organizational goals. While prior research in Western and Asian contexts highlights knowledge sharing as a key performance enhancer, studies in African business environments remain limited. This study addresses this gap by examining how cultural dimensions of adaptability, consistency, involvement, and mission shape employee performance in Ghana, with knowledge sharing as a potential mediator. A quantitative cross-sectional design was adopted, utilizing survey data from 132 employees across diverse Ghanaian enterprises. Analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM) revealed that organizational culture significantly and positively influences employee performance, with mission-oriented cultures showing the highest impact (β = 0.352, p < 0.05). However, knowledge sharing did not significantly mediate the relationship between culture and performance (β = 0.013, p = 0.281), suggesting that Ghanaian employees may prioritize cultural alignment and structured organizational values over peer-based knowledge sharing. Additionally, the model accounted for 71.8% of the variance in employee performance, underscoring the strong role of organizational culture in influencing productivity. These findings highlight the unique influence of Ghanaian cultural and organizational norms on performance outcomes, where hierarchical structures and high power distance may limit the impact of knowledge sharing as a mediating factor. The study concludes with recommendations for fostering mission-driven cultural practices while implementing targeted knowledge-sharing interventions to support performance within hierarchical settings. This research contributes to the literature on organizational culture in non-Western contexts and provides practical insights for managers seeking culturally aligned performance frameworks in Ghanaian enterprises.

This study explores the influence of organizational culture on employee performance within Ghanaian enterprises, focusing on the mediating role of knowledge sharing. Organizational culture, encompassing values, beliefs, and practices, significantly affects employee engagement and alignment with organizational goals. While prior research in Western and Asian contexts highlights knowledge sharing as a key performance enhancer, studies in African business environments remain limited. This study addresses this gap by examining how cultural dimensions of adaptability, consistency, involvement, and mission shape employee performance in Ghana, with knowledge sharing as a potential mediator. A quantitative cross-sectional design was adopted, utilizing survey data from 132 employees across diverse Ghanaian enterprises. Analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM) revealed that organizational culture significantly and positively influences employee performance, with mission-oriented cultures showing the highest impact (β = 0.352, p < 0.05). However, knowledge sharing did not significantly mediate the relationship between culture and performance (β = 0.013, p = 0.281), suggesting that Ghanaian employees may prioritize cultural alignment and structured organizational values over peer-based knowledge sharing. Additionally, the model accounted for 71.8% of the variance in employee performance, underscoring the strong role of organizational culture in influencing productivity. These findings highlight the unique influence of Ghanaian cultural and organizational norms on performance outcomes, where hierarchical structures and high power distance may limit the impact of knowledge sharing as a mediating factor. The study concludes with recommendations for fostering mission-driven cultural practices while implementing targeted knowledge-sharing interventions to support performance within hierarchical settings. This research contributes to the literature on organizational culture in non-Western contexts and provides practical insights for managers seeking culturally aligned performance frameworks in Ghanaian enterprises.