Organizational culture, structure, technology infrastructure and knowledge sharing

Islam, Zahidul; Jasimuddin, Sajjid M.; Hasan, Ikramul

doi:10.1108/vine-05-2014-0037

Cited by 140 publications

(169 citation statements)

References 81 publications

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“…Further, it also sheds light on the KM capability concept for developing the proper infrastructure facilitation and strategies to enable knowledge processes in organizations. Lee and Yang (2000), Gold et al (2001), Grover and Davenport (2001), Lee and Choi (2003), Sharifuddin et al (2004), Jasimuddin et al(2006), Kerr and Clegg (2007), Hsieh (2007), Aujirapongpan (2010), Islam et al(2011), Lee et al (2011), Pandey and Dutta (2013), Islam et al (2015) Prior studies emphasized on the linkages of KMI capabilities, process capabilities, knowledge value chain, knowledge enabler process and organizational characteristics with KM performance and other organizational outcomes.…”

Section: Resultsmentioning

confidence: 99%

“…Presence of collaboration in work culture positively affects knowledge creation and improves knowledge exchange practices (Lee et al, 2012). Islam et al (2015) elicit organizational culture as a requisite element in creating and disseminating knowledge. Accordingly, individual skills can be enhanced through collaboration, knowledge sharing and ultimately it helps in fostering managerial decision-making (Anantatmula, 2007).…”

Section: Km Infrastructurementioning

confidence: 99%

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Integrative role of KM infrastructure and KM strategy to enhance individual competence

Kushwaha

Rao

2015

Vine

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Purpose – This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and individual competence (IC), which are considered very much essential for achieving a heightened competence at an individual level. In the present scenario, knowledge intensive organizations are striving highly to manage competitiveness for their survival in the market. The role of knowledge capability is very much pivotal in ensuring the success of knowledge process implementation. Design/methodology/approach – A methodical review has been carried out of empirical and conceptual articles to justify the linkages among KMI, KMS, KMP and IC, particularly accessed through sources such as Pro Quest, EBSCO host, Google Scholar and other e-databases. This review integrates a conceptual framework to explore the relationship among the aforesaid constructs. Findings – This study provides valuable insight into the role of KMI and KMS in enabling various KM processes. It also contributes significantly to organizations by helping them to integrate KM processes so as to enhance IC. Research limitations/implications – This paper provides helpful suggestions to drive the KMPs by facilitating suitable congruence of infrastructure capabilities and KMSs within organizations. Further, this study would also be helpful in enhancing IC along with organizational competence. Study limitations are also discussed. Originality/value – This paper contributes to knowledge and competence management literature by adding the fact that KMI and KMS both precede KMP for better outcomes at an individual level.

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Section: Resultsmentioning

confidence: 99%

Section: Km Infrastructurementioning

confidence: 99%

Integrative role of KM infrastructure and KM strategy to enhance individual competence

Kushwaha

Rao

2015

Vine

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“…Again, Cummings and Teng (2003) defined norm distance as the degree to which the source and recipient of knowledge share the common value system and organisational culture. Efficient sharing of knowledge requires a constructivist culture for facilitating social integration, which in turn helps the organisation to assimilate its subgroups and promotes KSB (Bock et al, 2005;Islam, Jasimuddin, & Hasan, 2015).…”

Section: Relational Contextmentioning

confidence: 99%

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

Dey

Mukhopadhyay

2018

Knowl Process Manag

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In today's competitive and dynamic economy, knowledge‐intensive organisations constantly face challenges for sustenance. Therefore, successful knowledge management (KM) system is viewed as an important factor to maintain competitive advantage. These days, knowledge‐sharing practices are encouraged in organisations to improve performance of the human assets. However, the behaviour of employees determines the success of potential KM system of organisations, which often fails due to various organisational and individual factors. On the basis of prior literature, this paper investigates the effect of varying internal and external dimensions, which are contextual factors, knowledge‐sharing mediums (KSM), and knowledge‐sharing intentions on knowledge‐sharing behaviour (KSB) of employees. Data were gathered from a sample of 231 managers of various public sector units in India. The results are analysed using hierarchical multiple regression. The outcomes of this study show the impact of contextual factors and KSM on KSB. Further analysis leads to the conclusion that there is a moderating effect of knowledge‐sharing intentions on this relationship. This research intends to contribute the understanding of KSB to help managers in promoting knowledge sharing and hence developing knowledge base in organisations. This study will also encourage better managerial practices to build an environment for knowledge dissemination. Moreover, it also provides insight related to importance of KSM in promoting efficient KM processes, making this article important for both practitioners and academicians.

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“…H á pouca dúvida de que a tecnologia influencia a cultura (KIRSCH, 2014;ISLAM;JASIMUDDIN;HASAN, 2015;LEONARDI;BARLEY, 2008;MANDER, 1991;MARX, 1964). Também há pouca dúvida de que a cultura influencia a tecnologia (COLLINS, 1980;ŠABANOVIĆ, 2014;THOMPSON, 2003;VEIGA;FLOYD;DECHANT, 2001).…”

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“…O grosso da pesquisa sobre cultura organizacional e tecnologia tem se concentrado na relação entre cultura organizacional e a adoção de tecnologia da informação, e a conclusão geral tem sido de que certos tipos de culturas organizacionais favorecem a implementação da tecnologia da informação (ISLAM; JASIMUDDIN; HASAN, 2015;ŠABANOVIĆ, 2014;SIMON, 2001;SHORE;VENKATACHA-LAN, 1996;WATSON;HO;RAMAN, 1994). Uma corrente de trabalho mais sofisticada olha para a dinâmica social e as tensões que acompanham a mudança tecnológica e sua implementação, mas essa vertente é mais genérica, focalizando menos as peculiaridades da cultura organizacional (BAILEY; BARLEY, 2011;BARLEY, 1986;ISLAM;JASIMUDDIN;HASAN, 2015;YU;KWAN, 2015;LEONARDI;BARLEY, 2008).…”

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Tecnologia De Produção E Cultura Organizacional Em Uma Empresa De Transporte Em Massa

Nelson¹,

Mei²

2017

Organ. Soc.

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ResumoO presente trabalho considera a relação entre tecnologia de produção e cultura organizacional em uma empresa estatal de transporte em massa. Este estudo sugere que as demandas de um sistema de produção altamente mecanizado, de alta intensidade de capital e de alta precisão não determinam diretamente a cultura organizacional como alegariam alguns estudos clássicos. Antes, parecem gerar tensões subculturais entre as unidades responsáveis pela operação cotidiana do sistema e as unidades que fazem intermediação entre a organização e o seu ambiente político e econômico. Essas tensões, por sua vez, podem gerar maior variância em percepções de cultura organizacional do que se encontra em organizações que não precisam conciliar simultaneamente as demandas de uma tecnologia de precisão e as tensões inerentes às organizações públicas. Em termos teóricos, este trabalho abre novo espaço conceitual para abordar a tecnologia como variável independente em um campo que tradicionalmente tem visto a cultura organizacional como variável dependente.Palavras-chave: Tecnologia de produção. Cultura organizacional. Transporte público.producTion Technology and organizaTional culTure in a mass TransiT company Abstract T he current research considers the association between production technology and organizational culture in a large stated owned mass transit system. This study suggests that the demands of a highly mechanized, highly capital intensive, and high precision production system does not dominate the organizational culture as might be expected. Rather, it appears to generate subcultural tensions between units that are responsible for the day to day operation of the system and those which mediate between the organization and its political and economic environment. These tensions in turn generate greater variance in perceptions of the organization's culture than would be found in organizations that do not have to simultaneously address the demands of a high precision production technology and tensions inherent in public organizations. Our work breaks new theoretical ground by considering technology as an independent variable in a field which has traditionally seen organizational culture as the independent variable and technological activity as dependent.

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Organizational culture, structure, technology infrastructure and knowledge sharing

Cited by 140 publications

References 81 publications

Integrative role of KM infrastructure and KM strategy to enhance individual competence

Integrative role of KM infrastructure and KM strategy to enhance individual competence

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

Tecnologia De Produção E Cultura Organizacional Em Uma Empresa De Transporte Em Massa

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