Workplace participation and learning behaviour: Does organisational democracy make a difference to knowledge acquisition?

This study explores how organisational democracy (OD) affects employees’ at- titudes toward knowledge acquisition (KA), focusing on private universities and colleges. In today’s competitive environment, knowledge is a key resource for in- novation and long-term success. Organisations therefore need to create cultures that encourage continuous learning and knowledge sharing. OD, which involves participatory decision-making, fair power distribution, and transparent communica- tion, may play an important role in shaping how employees seek and use knowl- edge. To test this, we collected survey data from 254 employees and analysed it using structural equation modelling (SEM). The survey measured perceptions of democratic practices in the workplace and attitudes toward acquiring knowledge. The results show that OD has a strong positive impact on KA. Practices such as inclusive decision-making, open communication, and equal participation increase employees’ motivation to learn and share knowledge. These practices also help fos- ter trust, empowerment, and autonomy, making employees more willing to engage in knowledge-seeking behaviours. The analysis also shows that some dimensions of OD are essential for supporting KA. This research contributes to the literature in three ways. First, it introduces OD as a multidimensional concept within knowledge management research. Second, it uses SEM to provide robust evidence of how OD influences KA. Third, it studies a non-Western, knowledge-intensive context, offer- ing insights beyond the settings usually analysed in previous studies. The findings suggest that OD is a powerful tool for improving organisational learning and in- novation. For managers, embedding democratic values in workplace practices can help build more participatory and knowledge-driven organisations.