The Impact of Organisational Culture on Knowledge Management

2006 ◽  
Author(s):  
Marina Du Plessis
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
The Impact

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

2019 ◽  
Vol 26 (6) ◽  
pp. 1443-1472
Author(s):  
Sergio J. Chión ◽  
Vincent Charles ◽  
José Morales
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Process Improvement ◽  
Textile Industry ◽  
Organisational Culture ◽  
Organisational Structure ◽  
Technology Infrastructure ◽  
Content Type ◽  
General Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the mediator role that knowledge sharing plays between organisational culture, organisational structure, and technology infrastructure and process improvement in a knowledge management context in manufacturing enterprises operating in the food, beverage and textile industry. Design/methodology/approach An empirical study is conducted with a sample of 200 food, beverage and textile companies. Data are obtained by means of a survey questionnaire applied to general managers in each of the sample firms. The impact of the factors organisational culture, organisational structure and technology infrastructure on process improvement via knowledge sharing is assessed. Structural equation modelling and maximum likelihood estimation are applied to find the direction and strength of the relationships. Findings The main findings indicate the significant relationships between knowledge sharing and process improvement, between organisational culture and knowledge sharing, and between organisational structure and knowledge sharing. The relationship between technology infrastructure and knowledge sharing is found not to be significant. Research limitations/implications The findings of the present study are limited to the food, beverage and textile industry. Future research could incorporate data from other manufacturing sectors or service companies. Practical implications This study provides practical guidance for general managers who wish to implement process improvement programmes. Originality/value Several authors have noted that there are few research studies concerning the interaction between each phase of knowledge management and total quality management practices. This study is interested in knowledge sharing and its impact on process improvement in a knowledge management context.

Organisational Culture

2007 ◽  
pp. 221-232
Author(s):  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Empirical Research ◽  
Empirical Studies ◽  
Organisational Culture ◽  
Complete Picture ◽  
Research And Practice ◽  
Management Concepts ◽  
The Impact ◽  
Theoretical Foundations

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

Positioning organisational culture in knowledge management research

2015 ◽  
Vol 19 (2) ◽  
pp. 164-189 ◽  
Author(s):  
Said Abdullah Al Saifi
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Content Type ◽  
Management Processes ◽  
Beliefs And Values ◽  
Multi Level ◽  
Espoused Beliefs ◽  
The Impact ◽  
Knowledge Management Processes

Purpose – The purpose of this paper is to propose a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artefacts, espoused beliefs and values and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. Design/methodology/approach – A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes and organisational performance. Findings – Potential implications of organisational culture levels for the creation, sharing and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. Research limitations/implications – A number of possible relationships between organisational culture factors, knowledge management processes and their link with organisational performance were used to examine such relationships. Practical implications – The research model highlights the multi-level components of organisational culture. These are: the artefacts, the espoused beliefs and values and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. Originality/value – The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artefacts, espoused beliefs and values and underlying assumptions, and reveals their impact on the creation, sharing and application of knowledge which can affect the overall organisational performance.

scholarly journals Investigating knowledge management: can KM really change organisational culture?

2016 ◽  
Vol 20 (1) ◽  
pp. 88-103 ◽  
Author(s):  
Alison Corfield ◽  
Rob Paton
Keyword(s):  
Knowledge Management ◽  
Resource Constraints ◽  
Case Study Research ◽  
Organisational Culture ◽  
Voluntary Sector ◽  
Future Research ◽  
Content Type ◽  
Daily Work ◽  
Similar Work ◽  
The Impact

Purpose – The purpose of this paper is to investigate the relationship of knowledge management (KM) with organisational culture, a subject of interest to academics and KM practitioners. Design/methodology/approach – It is based on case study research in the voluntary sector, which is relatively less studied than the commercial or public sectors. Findings – One major finding was that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to “change culture”. Two instances of long-term change were identified. Strong and persistent leadership, with a clear rationale for culture change, and also a well-established technology innovation programme, using local “champions” to help align knowledge programmes with daily work routines, did have an impact on organisational culture. Research limitations/implications – The findings provide food for thought for practitioners in the voluntary sector. As external pressures and common technology are leading the different sectors to follow more similar work practices, it is likely that the findings of this paper will have relevance also for other sectors, where organisations face similar resource constraints. Practical implications – The paper provides a thoughtful analysis of data collected over several years that suggests sectoral differences will not be the crucial factor to consider when looking at the impact of KM. Originality/value – It provides practical examples of what has worked to “change organisational culture” and what has not, as well as ideas for future research.

The Role of a Strong Corporate Mission for Knowledge Management

2011 ◽  
Vol 10 (02) ◽  
pp. 109-122 ◽  
Author(s):  
Rémy Magnier-Watanabe ◽  
Dai Senoo
Keyword(s):  
Knowledge Management ◽  
Pharmaceutical Company ◽  
Organisational Culture ◽  
Questionnaire Data ◽  
Group Time ◽  
The Impact

This research, using large questionnaire data collected from a Japanese pharmaceutical company, attempts to examine the impact of organisational culture, leadership, and reporting styles on knowledge management, which can support innovation, assessing the significance of levels of comprehension and implementation of the corporate mission. Those with a better understanding and consistent realisation of the corporate mission were found to spend significantly more time on knowledge management activities, suggesting that the organisation should better communicate the corporate mission to employees and translate it into clear objectives. Moreover, these results have revealed discriminate enablers of knowledge management among employees with higher levels of comprehension and implementation of the corporate mission and those with lower levels. In the former group, time spent on knowledge management activities was solely the result of organisational culture, while in the latter, involvement in knowledge management was the product of both high open-mindedness and more inclusive reporting. These findings suggest first that a strong mission shared and put into practice among the workforce is a powerful driver of knowledge management, and second, that open-mindedness and more inclusive reporting can substitute for a strong corporate mission and support knowledge management activities.

scholarly journals A qualitative study of organisational response to national quality standards for 7-day services in English hospitals

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Elizabeth Sutton ◽  
Julian Bion ◽  
Russell Mannion ◽  
Janet Willars ◽  
Elizabeth Shaw ◽  
...  
Keyword(s):  
Organisational Culture ◽  
National Standards ◽  
Local Context ◽  
Structured Interviews ◽  
Improvement Strategy ◽  
Senior Staff ◽  
National Quality ◽  
History Of ◽  
Day Services ◽  
The Impact

Abstract Background National standards are commonly used as an improvement strategy in healthcare, but organisations may respond in diverse and sometimes negative ways to external quality demands. This paper describes how a sample of NHS hospital trusts in England responded to the introduction of national standards for 7-day services (7DS), from an organisational behaviour perspective. Methods We conducted 43 semi-structured interviews with executive/director level and clinical staff, in eight NHS trusts that varied in size, location, and levels of specialist staffing at weekends. We explored approaches to implementing standards locally, and the impact of organisational culture and local context on organisational response. Results Senior staff in the majority of trusts described a focus on hitting targets and achieving compliance with the standards. Compliance-based responses were associated with a hierarchical organisational culture and focus on external performance. In a minority of trusts senior staff described mobilising commitment-based strategies. In these trusts senior staff reframed the external standards in terms of organisational values, and used co-operative strategies for achieving change. Trusts that took a commitment-based approach tended to be described as having a developmental organisational culture and a history of higher performance across the board. Audit data on 7DS showed improvement against standards for most trusts, but commitment-focused trusts were less likely to demonstrate improvements on the 7DS audit. The ability of trusts to respond to external standards was limited when they were under pressure due to a history of overall poor performance or resource limitations. Conclusions National standards and audit for service-level improvement generate different types of response in different local settings. Approaches to driving improvement nationally need to be accompanied by resources and tailored support for improvement, taking into account local context and organisational culture.

scholarly journals Sustainable Innovation in Small Medium Enterprises: The Impact of Knowledge Management on Organizational Innovation through a Mediation Analysis by Using SEM Approach

2020 ◽  
Vol 12 (6) ◽  
pp. 2407 ◽  
Author(s):  
Jaffar Abbas ◽  
Qingyu Zhang ◽  
Iftikhar Hussain ◽  
Sabahat Akram ◽  
Aneeqa Afaq ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Garment Industry ◽  
Equation Modeling ◽  
Sustainable Innovation ◽  
Study Results ◽  
The Impact ◽  
The Relationship

This current study is among the very few investigations, which seeks the relationship between knowledge management and sustainable organizational innovation in garment business firms. This investigation focused on examining how organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research establishes that knowledge management and organizational innovation procedures are integral parts of the progress and survival of the organizations. The received data of this population reports on the garment firms, operating their businesses in Lahore and Gujranwala. The study applied a stratified random sampling method for data collection and employed structural equation modeling (SEM) to examine the hypothesized relationships. The results specify that knowledge management shows a significant positive association with organizational learning, which in turn reveals a positive linkage to sustainable organizational innovation in SMEs of the garment industry. The study results also specify that organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research survey identifies the significance of knowledge management and organizational learning in executing the process of organizational innovation, and it helps business managers to understand organizational learning as a mediator, which in turn indicates the benefits of knowledge management in achieving sustainable organizational innovation. This review provides an empirical indication of original data to investigate the linkage between knowledge management, sustainable innovation process, and organizational learning culture in the Pakistani garment sector. The generalizability of the study fallouts is restricted to the garment industry, and it offers valuable insights for imminent researchers.

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