Knowledge management in its context: Adapting structure to a knowledge creating culture

Abstract

This study focuses on knowledge management in relation to its organizational context. It argues that knowledge management is not just computer and information systems; it embodies organizational processes that seek to augment the creative, innovative capacity of human beings. Specifically, the study regards the compatibility between the organizational structure and corporate culture essential for activating a knowledge base culture in modern organizations. The study sets a proposed framework on how to transform Arab bureaucracies into knowledge creating cultures by means of designing the right structure in which information sharing, learning and knowledge formation should be parts of the organizational norm.

Impact of knowledge management processes on business performance: Evidence from Kuwait

“…Sabri () stated that although the issue of KM is more easily applicable in developed countries that possess the required technical know‐how and managerial capabilities, it is challenging to apply it successfully in developing economies because of different organizational and managerial problems. The Arab region holds certain specificities related to national intellectual capital development (Bontis, ).…”

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

“…In practice, employees and managers in KBOs often work under a constant time pressure and only little, if any, time is formally set aside for reflection or development of new ideas (Argyris, 1991;Galavan et al, 2008;Sabri, 2005;Stadil and Waldstrøm, 2009). When time is not set aside for reflection, it is an unwise move on the part of the KBOs because the very key to learning and thus personal knowledge creation is by means of reflection (Damasio, 2006;Davenport and Prusak, 1998;Restak, 2003).…”

The individual and the collective

“…However, local issues do make a difference: especially the motivations for taking part in KM and for sharing knowledge. Overall strategies for KM in this region, taking account of its particular issues, have been proposed by Sabri (2005), Mohamed, O'Sullivan and Ribière (2008), and Al--Shammari (2008). The study described below therefore builds on this body of knowledge by focusing on three specific issues of KM in the Saudi Arabian context: how do demographic factors affect KM--related information behaviour; what are the other main influencing factors; and are human or digital sources preferred.…”

“…The significance for KM of national cultures, particularly when a standard KM programme is put in place across varying national cultures in a multinational organisation, is emphasized by Ford and Chan (2003) and by Ardichvili, Maurer, Li, Wentling and Stuedemann (2006). Sabri (2005), Nazari, Herremans, Isaac, Manassian andKline (2009), Al--Maliki (2013) and Seba, Rowley and Lambert (2012) reflect on its particular significance in the Arab world, while Zakaria, Stanton and Sarker--Barney (2003), Straub, Loch and Hill (2001), and Hill, Loch, Straub and El--Sheshai (1998) consider the influence of culture on IT implementation generally, in the Middle Eastern context. These papers are not reviewed in detail here, but they inform the discussion below.…”