An investigation of organizational culture factors that may influence knowledge transfer

Ladd, D. Alan; Heminger, Alan R.

doi:10.1109/hicss.2003.1174274

Cited by 15 publications

(19 citation statements)

References 25 publications

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“…This finding agrees with (Ladd, Ward, 2002) who emphasizes the importance of employees shared vision in promoting of KS and among organizational members. In fact, the existence of a shared vision within the organizational context as a part of an effective strategic management process may create a common ground for organizational members to share their knowledge.…”

Section: Hypotheses Testingsupporting

confidence: 91%

The impact of organizational culture on knowledge sharing

Poul¹,

Khanlarzadeh²,

Samiei³

2016

Int Rev

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The purpose of this study is to examine the relationship between knowledge management and organizational culture, adopting the view of knowledge. Understanding how different cultural types are associated with specific knowledge management should shed light on how the relationship between organizational culture and knowledge management is manifested in the choices of organizations. For this research, the quantitative research design will be used. A survey questionnaire will be employed in achieving the objectives of this research. Results indicate that successful KM application should go beyond the operational side into social, human and organizational aspects to create individual commitment towards KM implementation. This discussion also emphasizes the importance of the collective knowledge and knowledge network concepts on the organizational level.

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Section: Hypotheses Testingsupporting

confidence: 91%

The impact of organizational culture on knowledge sharing

Poul¹,

Khanlarzadeh²,

Samiei³

2016

Int Rev

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“…• a joint imperative for the information to solve a pressing need and be quickly implemented (Ladd andWard 2002, Simpson andAshworth 2009), • a requirement for access to important information (either data or results), • perceived level of risk in technology development, • or the uncertainty surrounding a known problem (Stock and Tatikonda 2000). Knowledge transfer increases with a mutual understanding of the problem and leads to congruence around the research priorities and most possible solutions.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Such recurring activity is more conducive to building relational channels (Ladd and Ward 2002), as the frequency and depth of human interactions leads to improved understanding of each other's business setting and needs.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The more informal interactions of scientists with industry can lead to enhanced research performance due to two-way knowledge transfer of ideas and the ability of researchers to adopt different perspectives, driving more innovative research approaches (Guena and Muscio 2008). Also of critical importance is the right mix of people who are contributing to discussions and informing the relationship (Ladd andWard 2002, Simpson andAshworth 2009). The effectiveness of creating an innovation network for knowledge exchange depends less on the quality and supply of the information and more on the systemic behaviours and practices which affect social learning and behaviours within organisations and between individuals (Spielman et al 2009).…”

Section: Building Structural and Relational Capital Through Formal Anmentioning

confidence: 99%

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Structural and relational support for innovation – formal versus informal knowledge exchange mechanisms in forest-sector learning

Bayne

Moore

Fielke

2016

The Forestry Chronicle

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In order to drive forest sector productivity, an emphasis has been placed on effectively transferring science knowledge to technical foresters. Having a communications plan and engaging the right stakeholders early can induce a rich learning environment that strengthens context, knowhow and ensures mechanisms are in place for knowledge to be transferred. Formalized structures such as reports and seminars have evolved to improve the science transfer process, but it appears that the key success factor in enhancing uptake and learning may require an environment that encourages relationship building, particularly trust building between parties in developing informal and formal relationships. Informal interactions, though not often acknowledged in business, foster the conditions conducive to good knowledge exchangeco-ordination, co-operation and communication. Enhancing conditions in which these three aspects grow can lead to increased social capital, changed paradigms and reduced business costs due to sharing of knowledge and resources. We posit a conceptual framework describing the role of formal and informal knowledge exchange mechanisms and introduce research innovation clusters as a means to promote forest sector engagement and informal relational support for learning.Keywords: knowledge exchange, social capital, forestry, structural, relational, formal mechanisms, informal interaction, innovation cluster, interactive learning RÉSUMÉ Dans le but de stimuler la productivité du secteur forestier, on a cherché à renforcer le transfert efficace des connaissances scientifiques aux techniciens forestiers. Il suffit souvent d' établir un bon plan de communication et de mobiliser les bons partenaires dès le départ pour créer un milieu d'apprentissage stimulant qui renforce le contexte, le savoir-faire et assure la mise en place des mécanismes favorisant un transfert efficace des connaissances. Les structures formelles comme les rapports et les conférences ont changé, permettant ainsi d'améliorer le processus de transfert scientifique; mais il semble que le facteur déterminant pour améliorer l'apprentissage repose d'abord sur la mise en place d'un environnement favorable qui stimule le développement des relations entre les individus, particulièrement le renforcement de la confiance entre les parties avec l' établissement de relations formelles et informelles. Les interactions informelles, même si elles ne sont pas souvent reconnues au sein des entreprises, créent des conditions propices à un bon partage des connaissances : la coordination, la coopération et la communication. En améliorant les conditions propres à bonifier ces trois volets, il est dès lors possible d'accroître le capital social, de changer les paradigmes et de réduire les coûts pour l' entreprise grâce au partage des connaissances et des ressources. Nous proposons ici un cadre conceptuel qui décrit le rôle des mécanismes formels et informels d' échange de connaissances et nous introduisons des grappes d'innovation en recherche comme moyen de favor...

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“…The definition of knowledge must include at least three concepts (Ladd and Mark, 2002). First, it must point out that knowledge is more than data and/or information.…”

Section: Knowledge Managementmentioning

confidence: 99%

Relationship Between Leadership Capability and Knowledge Management: A Measurement Approach

Babu

Rao

Ahmed

et al. 2008

J. Info. Know. Mgmt.

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Abstract. The importance of leadership capability (LC)and knowledge management (KM) are well recognised in the popular and academic press to achieve competitive advantage. Although organisations are applying many skills and practices to address the problems for the achievement of competitive advantage, but unable to focus on the measurement and relationship aspects of LC and KM. Many organisations are succeeding and achieving their goals and targets generally with their human resource skills, and particularly with LC and KM. But there are no methodologies for their measurement aspects to plan for the required human resource with necessary competencies as per the desired organisational goals.A research is carried out to develop a methodology for the measurement and relationship aspects of the LC and KM. As the main purpose of this paper is to investigate a relationship between LC and KM, a research study is carried out in: (i) development of process models for LC and KM, (ii) developed an instrument for measuring the LC and KM efforts and (iii) investigated for the relationship between LC and KM.Based on the survey of 247 managers in the three major public sector undertakings, the LC and KM skills have been measured, and analysed for their relationship. The analysed data interprets that there is a positive correlation relationship between the LC and KM. Finally, this research limitations and implications have been examined.

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An investigation of organizational culture factors that may influence knowledge transfer

Cited by 15 publications

References 25 publications

The impact of organizational culture on knowledge sharing

The impact of organizational culture on knowledge sharing

Structural and relational support for innovation – formal versus informal knowledge exchange mechanisms in forest-sector learning

Relationship Between Leadership Capability and Knowledge Management: A Measurement Approach

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