A Case Study of Knowledge Management and Organizational Culture in an Undergraduate Software Development Team Project

People work in software development projects to bundle the human resources and use the systematic approach to share system development knowledge. One can view knowledge as personalized related to facts, procedures, concepts, interpretations, ideas, and judgments. This way, knowledge is the outcome of the cognitive processing of information. Knowledge can be transferred from a source to a receiver. The collaborative knowledge-sharing mechanism is known as knowledge management (KM) in the software industry. The software developers can communicate with, learn from, and solve problems with other participating team members. The organizational culture is an essential factor in knowledge management success since it influences how team members learn and share knowledge. This chapter presents a case study that aimed to compare, in practice, the relationship between the KM cycle (SECI – socialization, externalization, combination, and internalization model) and the organizational culture through the competing values framework (CVF).

Analyzing Existing and Targeted Culture Typologies in the Light of the Strategy Document in Foundation Universities: The Case of A Foundation University

Universities are multi-cultural, complicated, social education organizations. The presence of academic and administrative employees at these organizations might result in cultural differentiation, which is influenced by changing environmental conditions and social change dynamics. The purpose of this research is to determine the foundation university's dominant current and targeted cultural typologies using a foundation university as an example and to compare them to the university's target culture typology based on an analysis of the university strategy document. This comparison will aid in defining the perspectives of the organization's members through the concept of culture to achieve the university's strategic goals. Also, the examination of the strategy document, mission, the vision of the university and at the same time questioning the organization members’ opinions about this topic fills a hole in the literature in terms of observing two sides of the coin; “rulers” and “ruled”. In addition, we need to start to gain knowledge about foundation universities’ organizational culture because we already know that cultural awareness is crucial for an organization lifetime and this knowledge comes from the analyses of it. Among the different approaches used throughout the world to define organizational culture, Cameron and Quinn's "Organizational Culture Assessment Instrument in Competing Values Framework" was employed in the study. This research was conducted with a multi-modal methodological approach by using both quantitative and qualitative methods together with the questionnaire and document analysis. According to the findings, university organization members' current (market-competition) and targeted (clan-collaboration) organizational culture typology interpretations diverge from the university's strategy on the same subject.

Organisational Culture in Public University: A Case Study in Kosovo

In recent decades, there has been a significant increase in research that focuses on organisational culture as an important construct that can support or hinder the implementation of changes in higher education. In developing countries of Europe, limited studies are assessing organisational culture and its alignment with planned changes in higher education institutions. Hence, the objective of this research was to identify the dominant organisational culture types in higher education and understand how the planned changes are aligned with the dominant cultures. The research was conducted in a large public university in Kosovo. The Competing Values Framework was used to assess the organisational culture. The study adopted a quantitative research approach. The sample consisted of 102 academic staff from a population of approximately 960. The data were collected using a standardised instrument (The Organisational Culture Assessment Instrument (OCAI)) to identify the dominant organisational culture based on four organisational culture types: clan, hierarchy, adhocracy, and market. The data related to the planned changes of the university were collected through document analysis. The research identified hierarchy and market cultures as the dominant cultures. The results also show that the dominant organisational cultures militate against the main planned changes. The findings confirm the relevance of the Competing Values Framework in assessing the organisational culture in higher education institutions and provide direction to academic leaders about how they can align their planned changes with the organisational culture to achieve better outcomes.

Do Individual Perceptions of Organizational Culture Moderate the TFL-Helping Behavior and the TFL-Performance Linkages? Evidence from a Korean Public Employee Survey

Among the many potential organizational contexts, this study focuses on organizational culture, as it is critical for transformational leadership (TFL) behaviors to percolate into individual employees. Particularly, the study relies on the Competing Values Framework developed by Quinn and his colleagues. Relying on a Korean survey of central and local government employees, the study explores whether TFL influences employees’ perceptions of helping behavior and performance. Moreover, the study examines the moderating role of employees’ perceptions of organizational culture on the TFL-helping and TFL-performance linkages. The results demonstrate that clan culture enhances the TFL-helping and TFL-performance linkages, whereas hierarchical culture attenuates TFL’s relationship with helping behavior and performance.

Leadership and community healthcare reform: a study using the Competing Values Framework (CVF)

Purpose The Health Service Executive in Ireland seeks to further develop healthcare in the community. It has identified that this reform requires developing leadership amongst the staff. This study aims to identify what kind of leadership staff in community healthcare observe in practice and their leadership preferences. The core objective has been to identify the readiness of the organisation to implement the adopted national policy of integrated community care reform in terms of leadership development. Design/methodology/approach An online cross-sectional survey was conducted using the Organisational Cultural Assessment Instrument, based on the Competing Values Framework. This tool identifies four overarching leadership types: Clan (Collaborative), Adhocracy (Creative), Market (Competitive) and Hierarchy (Controlling). Participants (n = 445) were a representative sample of regional community health care employees. They were asked to identify presently observed leadership and preferred leadership in practice. The statistical analysis emphasised a comparison of observed and preferred leadership types. Findings Participants reported the current prevailing leadership type as Market (M = 34.38, SD = 6.22) and Hierarchical (M = 34.38, SD = 22.62), whilst the preferred or future style was overwhelmingly Clan (M = 40.38, SD = 18.08). Differences were significant (all p’s < 0.001). The overall outcome indicates a predominance of controlling and competitive leadership and a lack of collaborative leadership to implement the planned reform. Originality/value During reform in healthcare, leadership in practice must be aligned to the reform strategy, demonstrating collaboration, flexibility and support for innovation. This unique study demonstrates the importance of examining leadership type and competencies to indicate readiness to deliver national community health care reform.

An Exploration Of The Impact Of Organizational Culture On Innovation Performance In The Canadian Biotechnology Industry

Research addressing innovation performance in the Canadian biotech industry has primarily addressed financial metrics and not the influence of organizational culture. The lack of research on biotech organizations in terms of culture presented a "gap" in the research. An innovation performance model was developed based on the existing literature and the theorized linkages between constructs. The key addition to the conceptual model was the construct of organizational culture. The key addition to the conceptual model was the construct of organizational culture. The Competing Values Framework of Cameron and Quinn (1999) was the theoretical framework selected as the lens through which to explore the impact of culture on innovation performance, defined in terms of aggregate organizational patent output. Overall, based on the results of this research, the dominant culture generated greater innovation performance. Although, several constructs in the research model reached significance, organizational culture had a weak association with innovation performance.

An Exploration Of The Impact Of Organizational Culture On Innovation Performance In The Canadian Biotechnology Industry

Research addressing innovation performance in the Canadian biotech industry has primarily addressed financial metrics and not the influence of organizational culture. The lack of research on biotech organizations in terms of culture presented a "gap" in the research. An innovation performance model was developed based on the existing literature and the theorized linkages between constructs. The key addition to the conceptual model was the construct of organizational culture. The key addition to the conceptual model was the construct of organizational culture. The Competing Values Framework of Cameron and Quinn (1999) was the theoretical framework selected as the lens through which to explore the impact of culture on innovation performance, defined in terms of aggregate organizational patent output. Overall, based on the results of this research, the dominant culture generated greater innovation performance. Although, several constructs in the research model reached significance, organizational culture had a weak association with innovation performance.