Organizational culture and its relationship with knowledge management strategy: a case study

Mojibi, Toraj; Hosseinzadeh, Somayeh; Khojasteh, Yacob

doi:10.1057/kmrp.2013.49

Cited by 22 publications

(22 citation statements)

References 19 publications

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“…The empirical study findings also support the conviction that through the management of tacit and explicit knowledge to organize new and ambiguous concepts into a coherent structure, team orientation helps employees in problem solving (Mojibi, Hosseinzadeh, & Khojasteh, ). In other words, the process of creating new organizational knowledge requires a team‐oriented culture in which people feel free to share and exchange knowledge.…”

Section: The Relationship Between Employee Involvement and The Knowlesupporting

confidence: 68%

“…It is, therefore, imperative that employees be encouraged to support one another in routine tasks so that new knowledge is procured and shared. This could take place through interaction on social networks, which provide a flexible channel for communication (Mojibi, Hosseinzadeh, & Khojasteh, ).…”

Section: The Relationship Between Employee Involvement and The Knowlementioning

confidence: 99%

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Employee Involvement and the Knowledge Creation Process: An Empirical Study of Pakistani Banks

Memon¹,

Syed²,

Arain³

2017

Glob Bus Org Exc

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Employee involvement has long been recognized as an important factor in effective human resources and knowledge management. Yet, studies have not provided evidence to directly support the existence of a relationship between employee involvement and the process of knowledge creation. A theoretical framework based on previous research and tested via an analysis of data collected from 235 banking employees in Karachi, Pakistan, shows how a culture of employee involvement relates to knowledge on the job. The findings indicate that three aspects of a culture of employee involvement—empowerment, capability development, and team orientation—are positively correlated with the process of knowledge creation. Additional observations concerning the current state of knowledge creation in Pakistani banks yield practical insights. © 2017 Wiley Periodicals, Inc.

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Section: The Relationship Between Employee Involvement and The Knowlesupporting

confidence: 68%

Section: The Relationship Between Employee Involvement and The Knowlementioning

confidence: 99%

Employee Involvement and the Knowledge Creation Process: An Empirical Study of Pakistani Banks

Memon¹,

Syed²,

Arain³

2017

Glob Bus Org Exc

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“…The authors 13 did report negative correlation for some cultural dimensions (passive-defensive and aggressive-defensive cultures were negatively related) in their analysis of the relationship between organizational culture and KM. Similarly, Mojibi et al 14 gives an account of relationship between culture and KM strategy (using four dimensions, namely, involvement, consistency, adaptability, and mission) that does not define the KM practice collectively. Obviously, these researched views are not holistic or takes comprehensive view of all the cultural influences on KM practice.…”

Section: Relation Of Culture and Technology To The Km Practicementioning

confidence: 99%

Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

Dutt

Kusumawati

2019

Metamorphosis: A Journal of Management Research

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This article is targeting at examining the difference between the impact of culture and technology on the knowledge management (KM) practices. It holds two points: first is why the existing research relies heavily on cultural approach to KM and the second one is why technology view of KM is neglected in the past research. Most scholars have rated organizational culture highly over tech-nology (IT). This premise has been largely made in context of knowledge sharing, with technology enabling this transfer. As KM matured from sharing to creating knowledge, scholarly views, however, have remained unchanged. This stubborn viewpoint—culture precedes technology—weighs behaviours and attitudes, collectively called culture, compared to the technology thus, limiting its scope. This research attempts to find out if KM practitioners agree to this notion. Whose contribution they value more—culture or technology? Our research assessed the role of culture and technology, individually, for their impact/contribution to overall KM practice. We found practitioners testifying against the above hypothesis, giving credit largely to technology for KM success in their organizations, over culture. Our research further outlines the reasons why culture has taken the backseat and what contribution technology has been making to successful KM practice.

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“…Organizational culture, in particular, has been advocated by various researchers as a crucial factor that will determine the success or failure of a knowledge management initiative (Apostolou & Mentzas, ; Beckman, ; Liebowitz, ; McDermott & O'Dell, ; Jarrar, ; Du Plessis, ; Alavi et al ., ; Mojibi et al ., ). Mason and Pauleen () identified culture, leadership, lack of understanding, efforts versus reward, technology, and knowledge complexity as barriers to knowledge management implementation.…”

Section: Introductionmentioning

confidence: 97%

The Role of Infrastructure Factors in Knowledge Management Implementation

Mojibi

Khojasteh

Khojasteh-Ghamari

2015

Knowl Process Manag

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This paper studies the role of infrastructure factors in implementing knowledge management in the National Iranian Copper Industries Company (NICICo). We evaluate the readiness level of the company for the implementation of knowledge management processes. Knowledge management readiness presents a measure of the degree to which an organization may be ready, prepared, or willing to obtain the benefits, which arise from implementation of knowledge management processes. We investigate the influence of three basic factors (information technology system, knowledge process, and organizational culture) in implementing knowledge management processes. Data were collected via a survey instrument. The results show that current conditions regarding the three factors are not appropriate for implementing knowledge management in NICICo. Alongside utilizing knowledge management tools and techniques and prior to implementing a new technology, it is necessary to realize these tools and merge them with human resources and with the organizational culture; this is because culture plays a key role in knowledge management implementation. The requirements for successful implementation of knowledge management include gaining a complete understanding of the relevant business culture through the different levels of the organizational hierarchy, as well as identifying vital factors for success. This has not yet been achieved in NICICo.

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Organizational culture and its relationship with knowledge management strategy: a case study

Cited by 22 publications

References 19 publications

Employee Involvement and the Knowledge Creation Process: An Empirical Study of Pakistani Banks

Employee Involvement and the Knowledge Creation Process: An Empirical Study of Pakistani Banks

Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

The Role of Infrastructure Factors in Knowledge Management Implementation

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