Information and Knowledge Management www.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.5, No.10, 2015 31 The Development of Employees’ Knowledge Sharing Behavior through Team Innovation Climate and Organization Culture Irfan Ullah PhD Scholar, Iqra University, Islamabad, Pakistan Khalid Mahmud Akhtar MS Scholar, Iqra University, Islamabad, Pakistan Irram Shahzadi PhD Scholar, Iqra University, Islamabad, Pakistan Muhammad Farooq MS Scholar, Department of Management Sciences, Iqra University, Islamabad Dr. Robina Yasmin Faculty Iqra University, Islamabad, Pakistan Abstract The purpose of this research is to provide empirical evidence concerning the impact of team innovation climate on knowledge sharing behavior and individuals’ altruistic intentions in software sector. A survey base study was conducted. Survey based-data was collected from 319 employees at software center in Pakistan. The results of this study revealed that all the constructs of team innovation climate had positive impact on altruistic intention and knowledge sharing behavior. Moreover, altruistic intention and organization culture had positive impact on knowledge sharing behavior. However, it was found that one construct of team innovation climate (Participative safety) did not have impact on organization culture. The present research contributes to the literature pertaining to the psychosocial sides of knowledge sharing behaviors. Keywords: Team innovation climate, altruistic intention, organization culture, knowledge sharing behavior. INTRODUCTION Nowadays, applying knowledge is one of the basic challenges of developing countries. Knowledge is considered as the major and valuable asset in innovative competitive environment in developed countries, since knowledge is the only factor, which can suggest change and innovation in businesses (Matin et al., 2013). Knowledge sharing has been acknowledged as a constructive energy for the survival of a business. However, the dynamics which encourage or deject knowledge sharing behavior in the business perspective are inadequately understood (Bock et al., 2005). Recognition of dynamics that stimulate individuals to share knowledge for the advantage of other individuals and the organization is considered as a high priority subject for businesses. Facing this rapid change, organizations should adapt and revise its knowledge to maintain its competitive advantages (Rahab & Wahyuni, 2013). Raju (2011) narrated that knowledge is professed as a strategic of business asset. It is an important dynamic in accomplishing organization success. Knowledge sharing helps the organizations have an appropriate understanding of and insight into their internal experience and external resources. Knowledge sharing can help the organizations attain essential competence, for example difficulty resolving, strategic planning, vibrant learning, decision-making, and improving performance. The main goal of knowledge sharing is the quick, successful and novel deployment of the resources and knowledge assets (Gholami et al., 2013). Knowledge sharing in organizations is obviously dynamic and mostly depends on social relationships among individual employees for its creation, transference, and use (Feng-Chuan Liu, 2012). Knowledge resources authorize to attain better results than their opponents do. There has been an increasing curiosity in society of practice as a means of transferring and generating knowledge within an organization (Caldwell 2008; Currie, Finn, Martin, 2007; Graham, 2009; Rangachari, 2008). The firms are trying to set up knowledge management system and practices to use the knowledge more successfully. However, the transformation of knowledge management into practice is a well-recognized challenge for the businesses. Knowledge management entails a series of policies and strategies that facilitate generating, disseminating and institutionalizing knowledge to accomplish the organizational goals. (Lloria, 2008; Leiter, Jackson & Shaughnessy, 2009). Although information technology-driven outlooks have usually subject the field of knowledge management, there is growing appreciation of the entity role in knowledge management procedures and a rising curiosity in the individuals’ perspective of knowledge management in the company (Gourlay, 2001). The key for winning knowledge management relies on the relations among employees within a business, brought to you by CORE View metadata, citation and similar papers at core.ac.uk provided by International Institute for Science, Technology and Education (IISTE): E-Journals