The impact of organizational culture on the use of ICT for knowledge management

Abstract

The paper aims at analyzing the influence of diverse organizational cultures on the use of ICT for strategic KM. By combining literature from different areas, namely strategic KM, ICT for KM, organizational culture and effectiveness, a theoretical model is proposed and tested in a sample of more than 300 firms in Spain. Results show that diverse organizational cultures (hierarchy, clan, adhocracy and market) are found to impact on the use of ICT for strategic KM (personalization and codification) differently. Specifically, corporate cultures based on hierarchies and markets do not impact on the use of ICT for KM, while clan culture favours the use of ICT for personalization strategy and adhocracy positively influences technologies for personalization and codification as well. These findings may have significant implications for researchers and managers.

Perceived Risks and Ict Use

“…Specifically, both teams frequently used teleconferencing to enable distributed knowledge sharing sessions suggesting the importance of teleconferencing tools for GDSDT to share knowledge during the requirements analysis phase as well as the software development/ maintenance phase. This concurs with the findings from past research which has acknowledged the important role facilitated by ICT in supporting knowledge management initiatives [22]. Further, it was reported that knowledge sharing sessions will be most effective in distributed teams when members have accurate knowledge of ''who knows what'' in the group and when members share their unique knowledge resources freely with other members [2].…”

Organizational Culture and Knowledge Sharing Behavior: Examining Serial Mechanisms

“…Jasimuddin and Hasan (2015) suggest that identifying a specific type of organizational culture that supports knowledge sharing is much important as the actual practice of knowledge transfer (Durmusoglu et al, 2014;Lopez-Nicolas & Meroño-Cerdán, 2009). Thus, if one wants to predict the kind of behavior that would be followed by organizational members when it comes to transfer of knowledge, the type of organizational culture adopted by an organization would determine it.…”

“…Hierarchy culture supports the mechanistic governance approach through formal rules, norms, policies and procedures (Lopez-Nicolas & Meroño-Cerdán, 2009). Paro and Gerolamo (2017) found that hierarchy culture characterized as formal and structured governs the behavior of people through rules and procedures.…”

“…Effectiveness means permanence and achievement of goals. Public sector organizations are typical examples of hierarchy culture (Lopez-Nicolas & Meroño-Cerdán, 2009). A recent study on Ghanian culture found that public sector workers in Ghana share knowledge because they want to see their organization successful, whereas Ghanian organizations are typical examples of hierarchy culture (Boateng, Dzandu, & Tang, 2016).…”

An Ontological Analysis of the Role of Culture within Green IT

“…They found a positive association between hierarchical cultures and successful deployment of SDMs and a negative associative between rational (market) cultures and successful deployment. Lopez-Nicolas and Merono-Cerdan [22] looked at the impact of organizational culture on the use of ICT for knowledge management (e.g. computer supported cooperative work).…”