The Organisational Democracy and Employees' Attitudes to Knowledge Acquisition: Does Democracy Matter?

This study delves into the complex relationship between organisational democracy (OD) and the knowledge acquisition (KA) process within companies. Recognising the growing importance of knowledge as a strategic resource, organisations are increasingly seeking ways to promote a culture of continuous learning and knowledge sharing. This research aims to shed light on the role of OD in facilitating the KA process and explores the potential impact of different OD principles on employees' KA attitudes. To accomplish this, a questionnaire was employed as the primary data collection method, targeting a sample of 254 employees working in private universities and colleges. The questionnaire captured information on employees' perceptions of OD practices and their attitudes towards KA. The collected data were subjected to rigorous analysis using the structural equation modelling (SEM) technique, enabling the examination of the relationship between OD and KA while accounting for various contextual factors. The findings of this study are significant in several ways. Firstly, they reveal OD's critical role in creating an environment conducive to KA. OD principles, such as employee participation in decision-making processes and power distribution, are positively associated with employees' attitudes towards KA. This suggests that a democratic workplace fosters a sense of empowerment, autonomy, and trust among employees, thereby motivating them to seek and acquire knowledge actively. Furthermore, the study identifies specific OD principles that significantly influence KA attitudes. Factors such as transparent communication channels, equal opportunities for participation, and inclusive decision-making processes emerge as crucial drivers of KA. Organisations can leverage these findings to design and implement OD practices that specifically promote knowledge-sharing and learning initiatives. This research contributes to the literature by empirically examining the relationship between OD and KA. Using a mixed-methods approach of surveys and interviews provides a comprehensive understanding of how OD strategies foster continuous learning, innovation, and effectiveness. The study highlights the role of OD in shaping employee attitudes toward KA and identifies specific principles that positively influence it. These findings offer practical insights for organisations aiming to cultivate a democratic, knowledge-driven culture and advance the discourse on the interplay between workplace democracy and knowledge management.