Effects of Organisational Culture on Information Sharing Behaviour in Nigerian State Bureaucracies

This study empirically examines the effects of organisational culture on information sharing behaviour in Nigerian state bureaucracies, with evidence drawn from selected ministries in the North Central geopolitical zone. Information sharing within government institutions is essential for policy coherence, inter-departmental coordination, and evidence-based decision-making, yet bureaucratic cultures characterised by secrecy, information hoarding, and fragmented silos consistently impede effective sharing. The research employs a quantitative survey design, targeting directors, assistant directors, and administrative officers in twenty ministries across Benue, Plateau, and Niger States. Validated instruments measuring organisational culture dimensions (using the Denison Organisational Culture Survey) and information sharing behaviour are administered to 320 respondents. Hierarchical regression analysis examines the predictive effects of culture dimensions on sharing behaviour. The Organisational Culture Theory, the Social Exchange Theory, and the Information Sharing Framework provide the theoretical anchors, with literature from 2020 to 2024 on Nigerian public sector information behaviour supporting the analysis. The study fills a recognised analytical gap in Nigerian state bureaucracy research. Recommendations target state heads of service and the Bureau of Public Service Reforms. Keywords: organisational culture, information sharing, state bureaucracies, North Central Nigeria, public administration