نقش میانجی فرهنگ ادهوکراسی در تأثیر فرهنگ سازمانی بر اشتراک دانش در آموزش عالی

This study examines the effect of organizational culture on knowledge sharing and tests the mediating role of adhocracy culture within higher education. A descriptive-correlational survey design was employed. The statistical population consisted of 2,152 employees at Islamic Azad Universities in Mazandaran Province, Iran. Using Cochran's formula, a sample of 327 participants was selected via convenience sampling. Data were collected using standard questionnaires and analyzed through SPSS and PLS-SEM. Measurement-model results supported internal consistency, convergent validity, and discriminant validity. Structural model assessment revealed that organizational culture had a significant positive direct effect on knowledge sharing (β=0.519, p<0.001) and on adhocracy culture (β=0.322, p<0.001). Furthermore, adhocracy culture positively affected knowledge sharing (β=0.320, p<0.001). The specific indirect effect of organizational culture on knowledge sharing through adhocracy culture was 0.103 (p<0.001). Since the direct effect remained significant, partial mediation was confirmed. The total effect was 0.622, and the model explained 47.9% of the variance in knowledge sharing. The findings suggest that supportive organizational values facilitate knowledge sharing partly by being translated into an adaptive, innovative, and flexible adhocracy culture. Ultimately, the study concludes that knowledge management in higher education is fundamentally a social and cultural design issue rather than merely a technological project, providing actionable insights for university policymakers to foster environments where knowledge flows seamlessly.