The associations among organizational culture, structure, information technology and public employees' knowledge sharing capabilities explored in this study can also be the subjects of research with other nations' public employees. An assessment of the validity of the findings presented in this paper would be especially valuable. Future projects should also focus on: a) associations among the level of e-government development, knowledge acquisition, knowledge preservation, and knowledge application beyond knowledge sharing capabilities; and b) comparative studies of private and public sector knowledge sharing capabilities. Several limitations to this research should be noted. First, the measures used here were perceptual rather than objective; a more complete analysis would require additional data from interviews of employees and longitudinal studies of the dynamics and patterns of knowledge sharing capabilities through e-government transformation. Second, while the response rate for the survey was high, the sample size was small. In conclusion, the results suggest that organizational culture, structure, and information technology all exert significant forces on knowledge sharing capabilities among South Korean government employees. The findings imply a need for intensified organizational and managerial commitment to knowledge sharing capabilities through promoting informal and formal networks, reward systems for knowledge sharing abilities, and enhancing information technology as well as end-user support for government employees.
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