The Impact of Organizational Culture on Knowledge Management in Small and Medium Enterprises

Abstract

Purpose -The purpose of this work is to examine the relationship between organizational culture and knowledge management in small and medium enterprises. Organizational culture and knowledge management in today's unstable environment are becoming a major source of competitive advantage. Knowledge is an indisputable resource that allows the development of new products, creation of new ideas and strengthening the skills of people. Due to the rapid development of technology, globalization and the availability of resources, knowledge is crucial for the further development and survival of the organizations. Knowledge management is widely recognized as a competitive advantage and an increasing number of organizations are incorporating knowledge management as a core strategy to enhance their organizational competitive advantage. Methodology -The aim is to examine how and to what extend organizational culture affects on knowledge management. The research was conducted with survey on a sample of the small and medium enterprises. Findings -The results indicated that organizational culture had a positive correlation with knowledge m anagement. The establishment of a higher level organizational culture is a necessary precondition for successful implementation of knowledge management. Contribution -Results of this work can be of a significant value to organizations as they prepare to implement knowledge management initiatives. Organizations that are aware of their organizational culture can plan strategically and make informed decisions on the type of knowledge management. Knowing the degree of success that is associated with new business strategy can better apply scarce resources in more viable situations.

Knowledge utilisation in Chinese medium-sized manufacturing firms – an exploration under the backcloth of quality improvement

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Human resource management as a facilitator of a knowledge-driven organisational culture and structure for the reduction of tacit knowledge loss in South African state-owned enterprises

“…This implies that organisational culture and structure become important considerations in KM, and HRM plays a facilitating role on these variables for effective transfer and retention of tacit knowledge in organisations. Organisational culture could positively or negatively influence and guide KM strategies and processes (Klepić & Madžar 2017). Rezaei, Jafari-Sadeghi and Bresciani (2020) asserted that the success of KM in firms often requires changes to their culture and structures.…”