RELATIONSHIP BETWEEN

ORGANIZATION CULTURE AND KM

Moslem jamali

content KM Infrastructures Organizational culture definition Organizational culture dimensions Organizational culture levels Four most important challenges in knowledge management Attributes of an enabling organizational culture Culture effect on knowledge sharing Culture effect on knowledge creation Case study

KM Infrastructures KM infrastructure includes five major components: Organization culture Organization structure Information technology infrastructure Common knowledge and Physical environment

Organizational culture definition set of rules, values, and beliefs that are shared by a firm’s

members and which conditions their behaviors, along with the

configuration of the firm’s image and identity in relation to its environment

set of values that includes cooperation, trust, and learning will ultimately stimulate or hinder the processes of creating and

sharing of knowledge culture influences the development and results of KM practices

and processes

Organizational culture dimensions

Organizational culture levels Schein (1985) Artifacts

Most observable level of culture Myths Ceremonies Ritual

Values not directly observable shared principles, standards, and goals frequently expressed through norms

basic assumptions reflect beliefs about human nature

and reality

Four most important challenges in KM

The organization’s employees have no time for knowledge management

The current organization culture does not encourage knowledge sharing

Inadequate understanding of knowledge management and its benefits to the company

Inability to measure the financial benefits from knowledge management

Attributes of an enabling organizational culture

Understanding the value of KM practices

Management support for KM at all levels

Incentives that reward knowledge sharing

Encouragement of interaction for the creation and sharing of

knowledge

Culture effect on knowledge sharing

wide range of factors that influence KS practices individual or personal factors

lack of trust fear of loss of power lack of social network

organizational factors lack of leadership lack of appropriate reward system lack of sharing opportunities

technological factors inappropriate information technology systems lack of training

Culture effect on knowledge sharing

Knowledge sharing

Organizational culture

TrustLeadership

Communication

Reward system

Information systems

Organizational structure

Culture effect on knowledge creation probe deeply into the impact of organizational culture on knowledge

creation capability - three elements of organizational culture: individualism-collectivism

Individualism

Collectivism

uncertainty avoidance power distance

organizational members deem that they should involve in knowledge sharing members in low power distance organizations feel more comfortable in interactions

with others than those in high power distance organizations Organizational members have more freedom to do creative tasks

Case study

World Bank Support for decentralization and field office operations Support for knowledge sharing and knowledge management Comprehensive renewal of bank information systems Implementation of cost effectiveness review recommendations

Vision build a world-class knowledge management system

throughout the bank to capture and organize our knowledge make it more readily accessible to the staff, clients and

partners strengthen the knowledge dissemination

Case study

NASA Culture – First and foremost, the culture must encourage knowledge sharing

across organizational boundaries and reward people for doing so Knowledge architecture – There must be a planned, strategic approach to how

and why certain activities are chosen Information technology infrastructure – A robust infrastructure must be available

(either built internally or outsourced) for sharing electronic information Supporting services – People (not just systems) need to be available to help

others understand how and when to use KM processes and applications

Vision Jeanne Holm outlines how the agency applied its

knowledge-management practices to overcome the challenge

of sharing knowledge during and after the crisis engage the public share Nasa’s knowledge with the world

Case study

Shell Oil Company and Giant Eagle mentioning their accomplishments in a newsletter, an e-mail, or

during a meeting

Case study

Halliburton Company uses a “most valuable player” program acknowledging each month the person who provides the best

idea

References Kerry E. Howell, Fenio Annansingh, Knowledge generation and sharing in UK universities: A tale of

two cultures?, International Journal of Information Management Dong Wang Zhongfeng Su Dongtao Yang, (2011),"Organizational culture and knowledge creation

capability", Journal of Knowledge Management, Vol. 15 Iss 3 pp. 363 – 373 Sunita Rega Kathiravelua*, Nur Naha Abu Mansorb, T.Ramayahc, Norhalimah Idrisd, Why

Organisational Culture Drives Knowledge Sharing?, International Conference on Innovation, Management and Technology Research Malaysia, 22 – 23 September, 2013

Irma Becerra-Fernandez and Rajiv Sabherwal: Knowledge Management Systems and Processes Md. Shiful Islam, Rajib Hossain Khan, Exploring the Factors Affecting Knowledge Sharing Practices in

Dhaka University Library Cynthia T. Smalla and Andrew P. Sageb, Knowledge management and knowledge sharing: A review,

Information Knowledge Systems Management httpwww.management-transitions.comarticle-what-is-organizational-culture http://www.ikmagazine.com

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