scholarly journals The Influence Of Organizational Culture On The Success Of Knowledge Management Practices With North American Companies

2011 ◽  
Vol 6 (3) ◽  
Author(s):  
Claudette Chin-Loy ◽  
Bahaudin G. Mujtaba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
North American ◽  
Management Practices ◽  
Competing Values Framework ◽  
Competing Values ◽  
Strategic Issues ◽  
Organizational Benefits ◽  
Knowledge Management Practices ◽  
The Relationship

This research tests a model of the moderating effect of organizational culture on the relationship between knowledge management and organizational benefits and a positive relationship between knowledge management and organizational benefits. This topic is related to organizational strategic issues such as sharing knowledge and developing new capacities for action through learning processes. The 133 respondents represented 38 of the 49 North American companies recognized for their knowledge management best practices initiatives. There were two instruments used in this study: Cameron and Quinns 1999 OCAI measured four types of organizational culture (Clan, Adhocracy, Market, and Hierarchy), and Lawsons (2002) KMAI assessed Knowledge Management and Organizational Benefits. Emphasizing the competing values framework, the results from the study show that organizational culture is positively related to organizational benefits with high positive intercorrelations.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Analyzing the relationship between organizational culture and knowledge management dimensions in higher education libraries

2016 ◽  
Vol 49 (1) ◽  
pp. 57-68 ◽  
Author(s):  
Kumaresan Chidambaranathan ◽  
BS Swarooprani
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Research Design ◽  
Quantitative Research ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Organizational Culture Assessment Instrument ◽  
The Relationship

The purpose of this study is to examine the relationships between knowledge management dimensions and organizational culture types in higher education libraries in Qatar using the competing values framework. A descriptive, quantitative research design was employed to determine the correlation between the variables. Two research instruments are used in this study: (1) Organizational Culture Assessment Instrument and (2) Knowledge Management Assessment Instrument. The results of the study revealed that, while the culture types clan and market predicted the knowledge management dimensions of creation, capture, organization, storage and application, the culture types adhocracy and hierarchy predicted the knowledge management dimensions of storage and dissemination.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

Impact of Organizational Culture on Knowledge Management in Higher Education

2010 ◽  
pp. 1264-1292 ◽  
Author(s):  
Roberto Biloslavo ◽  
Mojca Prevodnik
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Social Process ◽  
Competing Values Framework ◽  
Knowledge Generation ◽  
Competing Values ◽  
Iterative Processes ◽  
Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

Knowledge Management and Electronic Commerce Supporting Strategic Decisions

2011 ◽  
pp. 325-353
Author(s):  
Wen-Jang Kenny Jih ◽  
Marilyn M. Helms ◽  
Donna T. Mayo
Keyword(s):  
Knowledge Management ◽  
Electronic Commerce ◽  
Management Practices ◽  
The Internet ◽  
Strategic Decisions ◽  
Significant Relationships ◽  
Management Concepts ◽  
Knowledge Management Practices ◽  
Reinforcing Effects ◽  
The Relationship

Current literature on e-commerce and knowledge management primarily emphasizes the benefit of knowledge management for innovative e-commerce operations. The Internet-enabled e-commerce field provides capabilities for firms in all sectors to reach global buyers and suppliers. Knowledge management provides frameworks to manage intellectual capital as a valuable organizational and strategic resource. Do knowledge management practices significantly benefit electronic commerce? If so, does the relationship work in the other direction? Does a firm’s e-commerce applications significantly benefit knowledge management practices as well? To test these exploratory propositions, empirical data were collected from companies in a variety of industries in Taiwan, a country emphasizing e-commerce initiatives. The results revealed significant relationships between the way businesses implement electronic commerce projects, as well as how they experiment with knowledge management concepts. In addition, the findings reveal interesting benefits and difficulties in implementation. These relationships were found to operate in both directions, offering reinforcing effects as well as connections.

scholarly journals Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

2020 ◽  
Vol 11 ◽  
Author(s):  
Cai Li ◽  
Sheikh Farhan Ashraf ◽  
Fakhar Shahzad ◽  
Iram Bashir ◽  
Majid Murad ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Equation Model ◽  
Opportunity Recognition ◽  
Mediating Effect ◽  
Knowledge Management Practices ◽  
The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

scholarly journals Direct effects of knowledge management practices on organizational performance

2020 ◽  
Vol 37 (1) ◽  
pp. 30-37
Author(s):  
Edwin Alexander Henao-García ◽  
Nelson Lozada ◽  
Jose Arias-Pérez
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Feedback Systems ◽  
Nonfinancial Performance ◽  
Knowledge Management Practices ◽  
The Impact ◽  
The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

scholarly journals Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

2017 ◽  
Vol 8 (3) ◽  
pp. 281-292 ◽  
Author(s):  
Ade Irma Susanty ◽  
Madihah Salwa
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Management Practices ◽  
Positive Contribution ◽  
Indonesian Government ◽  
Strategic Implementation ◽  
Knowledge Management Practices ◽  
The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

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