Influence of organisational culture on knowledge maturity and innovation in the public sector

Purpose This study aims to analyse the influence of organisational culture, knowledge inspection and knowledge transfer on the updating of knowledge management and innovation in a public institution in the state of Minas Gerais. Design/methodology/approach The research adopts a descriptive and quantitative approach based on structural equation modelling to validate the influence of organisational culture and knowledge supervision on knowledge transfer, which subsequently affects knowledge updating and innovation in the public sector. Findings Relationships in private sector studies cannot be directly applied to the public sector, as the public sector faces distinct barriers to innovation, including regulatory requirements and weak incentives for employees. This could, for example, explain why knowledge transfer in the public sector does not translate into true innovative activities. Originality/value There is a need for studies that validate the complete system of relationships between the relevant constructs, not as an exhaustive proposal, but to validate a research assumption. The authors found that in the public sector, organisational culture influences transfer, adherence to transfer, transfer maturity and the maturity of knowledge in innovation.