The Relationship Between Organizational Culture and Knowledge Management Components of Lawson

Sanavi, Farah Shahraki; Robati, Fatematolsadat; Sanavi, Farideh Shahraki

doi:10.7456/1060agse/082

Cited by 7 publications

(8 citation statements)

References 8 publications

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“…(2004) stated that knowledge acquisition is an activity that refers to accessing and absorbing knowledge from its sources. Knowledge application expresses the use or reuse of knowledge in new situations (Lawson, 2003; del Rosario Pérez-Salazar, 2017), while knowledge capitalization is an activity that indicates the protection, accumulation, storage and retrieval of knowledge to access it effectively and easily (Lawson, 2003; Lehyani and Zouari, 2015b).…”

Section: Literature Reviewmentioning

confidence: 99%

Supply chain performance: a novel integrated decision-making model

Zhong,

Cheng,

Gholami

et al. 2023

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PurposeKnowledge management (KM) significantly affects supply chain management (SCM) and its performance in today's highly competitive corporate climate. It is crucial to consider this relationship to achieve optimal supply chain performance (SCP). This study aims to assess this impact by defining and examining the multi-dimensional relationships between KM Process Elements (KMPEs) and SCP Evaluation Criteria (SCPEC) within a comprehensive theoretical framework.Design/methodology/approachIntegrating KMPEs and SCPEC becomes an uncertain decision-making problem due to data deficiency and the vagueness of decision-makers’ judgments. To address uncertainties, this study uses interval-valued neutrosophic (IVN) sets and proposes an IVN model consisting of SWARA, which is one of the effective multi-criteria decision-making (MCDM) approaches, and house of quality (HOQ) methods. IVN-SWARA is used to weight the SCPEC while IVN-HOQ establishes relationships and prioritizes the KMPEs and SCPEC.FindingsThe results show that reliability is the most significant SCP evaluation criterion. Among the KMPEs, capitalization, sharing, and transfer exhibit stronger associations with the SCPEC compared to the other elements. Capitalization as one of the KMPEs was found to be the most critical one, and efficiency is the criterion most affected by all elements of the KM process.Originality/valueThis study uses innovative methodologies to evaluate the adoption of KM processes on SCP under uncertain environments and involving multi-decision-makers. The proposed integrated model demonstrates flexibility and practicality in combining KM and SCM, leading to improved SCP. Notably, this study presents the development of IVN-SWARA and the use of the integrated IVN-SWARA - IVN-HOQ decision tool, which are novel contributions to the existing literature.

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Section: Literature Reviewmentioning

confidence: 99%

Supply chain performance: a novel integrated decision-making model

Zhong,

Cheng,

Gholami

et al. 2023

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“…Culture is influential in knowledge-related behaviors of individuals, teams, organizational units and overall organizations, because it determines which knowledge is appropriate to share, with whom, and when. So, it is essential to create a culture in which access to knowledge is easy, this is particularly the case for managers during the implementation of KM (Mojibi et al, 2015;Sanavi et al, 2016).…”

Section: Technology For Knowledge Sharing (Tks)mentioning

confidence: 99%

“…Culture may also act as a barrier to knowledge sharing and the success of KM (Chang et al, 2017;Sanavi et al, 2016). Organizational culture is influenced by the mindset and individual culture established at each level of the organization and becomes a challenge to encourage efficiency.…”

Section: Technology For Knowledge Sharing (Tks)mentioning

confidence: 99%

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Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Alves

Nadae²,

Carvalho³

2022

IJMPB

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PurposeThis study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.Design/methodology/approachThe authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.FindingsThe results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.Research limitations/implicationsThe data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.Practical implicationsThe results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.Originality/valueThe study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.

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“…(Denison et al, 2014) Sackmann (2011 Have identified 45 studies of organizational culture between 2000 and 2009, showing that the concept remains valid. For the purposes of this study, organizational culture is understood as the combination of values, beliefs, symbols and models of behavior that regulate workers' behavior (Sanavi, Robati, & Sanavi, 2016).…”

Section: Organizational Culturementioning

confidence: 99%

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

Molina

Heredia-Rojas

Romaní

et al. 2019

JOB

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Workers are calling for a new psychological contract in which power differences are less asymmetrical and underrepresented voices are heard. In this context, the present study identifies the gaps between the three organizational hierarchical levels (strategic, executive and operational) with a focus on power asymmetries. Employing the case studies methodology, Denison's (1990) instrument is applied to measure the four dimensions (Adaptability, Involvement, Mission and Consistency) of organizational culture at a supermarket located in northern Chile that is part of a leading chain regionally and nationally. Information was collected through 163 surveys and analyzed using nonparametric statistics. The results reveal a high correlation between hierarchal levels and the dimensions of organizational culture. However, in four particular sub-dimensions (empowerment, capability development, core values, and agreement), the operational level feels that the higher hierarchal levels impose their power. As well as affecting their motivation and commitment, this compels the lower-level workers to take actions--in which informal power plays a key role--to reduce asymmetries. In sum, the relationship explored in this study between organizational culture, hierarchal levels and power is one that future research should examine in greater depth.

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The Relationship Between Organizational Culture and Knowledge Management Components of Lawson

Cited by 7 publications

References 8 publications

Supply chain performance: a novel integrated decision-making model

Supply chain performance: a novel integrated decision-making model

Knowledge management enablers and barriers: exploring the moderating effect of communication barriers

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

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