Organisational Culture, Knowledge Sharing, and Competitive Advantage: An Empirical Investigation of ICT Firms in Lagos

This study empirically investigates the role of knowledge sharing as a mediating variable in the relationship between organisational culture and competitive advantage in information and communication technology (ICT) firms in Lagos, Nigeria's South West geopolitical zone. The ICT sector's competitive dynamics are fundamentally knowledge-dependent, yet the mechanism through which cultural values translate into competitive outcomes via knowledge sharing behaviour remains underexplored in the Nigerian context. A quantitative survey design was employed, with 195 IT professionals, product managers, and team leads as respondents. Data were analysed using structural equation modelling. The study evaluates four cultural dimensions: collaboration values, openness to failure, innovation encouragement, and psychological safety, assessing their effects on knowledge sharing behaviour and, subsequently, competitive advantage indicators. Findings reveal that collaboration values and psychological safety exert the strongest effects on knowledge sharing intensity, which in turn significantly predicts competitive advantage measured through product differentiation, market responsiveness, and client retention rates. Innovation encouragement culture showed a direct but weaker effect on competitive advantage, bypassing the knowledge sharing mediator. The study contributes to the knowledge-based view of the firm by demonstrating the cultural preconditions for competitive knowledge flows in Nigerian tech firms. Recommendations include culture diagnostic tools, leadership communication investment, and formalised knowledge management platforms. Keywords: organisational culture, knowledge sharing, competitive advantage, ICT sector, Lagos.