The Role of Organizational Culture in Knowledge Management in Small Companies

Prystupa-Rządca, Kaja

doi:10.7341/20171336

Cited by 7 publications

(4 citation statements)

References 41 publications

(50 reference statements)

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“…Based on a questionnaire survey, Melnyk et al (2021) states that the most important indicators of the formation of an effective organizational culture are: financial stability, health and well-being of employees, job security, the presence of a challenge at work, and a high level of motivation and career prospects. According to Prystupa-Rządca (2017) , based on the symbolic interpretation paradigm, it follows that culture is most influenced by the vision of the founder and the industry in which the company operates. However, an evolving culture can also sometimes be a burden when the value an organization has adopted no longer fits the organization’s goals.…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI

Balková,

Jambal

2023

Front. Psychol.

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The goal of this work was to use the Organizational Culture Assessment Instrument (OCAI) diagnostic method to find out the existing and preferred organizational culture in companies in the Czech Republic and then to evaluate their dependence on the size of the organizations. Data were collected in 2019–2021 and evaluated using Microsoft Excel and IBM SPSS 24 statistical program, e.g., descriptive statistics tools, one-sample z-test, analysis of variance and post hoc test (Tukey’s honest significant difference - HSD). The research was conducted on a sample of 962 companies across the entire republic and fields. The results of the study show that clan culture prevails in the Czech Republic, which was dominant in all six dimensions. Enterprises in the Czech Republic have a mix of organizational cultures in the following order: (1) clan culture (31.72%), (2) hierarchical culture (25.46%), (3) market culture (21.5%), and (4) adhocratic culture (21.28%). However, with regard to the desired cultural mix, this order changes as follows: (1) clan (35.3%), (2) hierarchical (22.91%), (3) adhocratic (22.63%), and (4) market culture (19.17%). Furthermore, it was found that a statistically significant difference was observed in the assessment of organizational culture depending on the size of the organization in the Czech Republic. A limitation of the research could be the unequal number of respondents in 2020 and 2021, which does not allow comparing differences in the time period. This work can serve as a comparative basis of organizational culture with another national culture.

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Section: Literature Reviewmentioning

confidence: 99%

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI

Balková,

Jambal

2023

Front. Psychol.

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“…OC is believed to be the most significant factor in effective KM (Attar, 2020;Prystupa-Rządca, 2017). An effective OC can provide support and incentives, as well as encourage knowledge-related activities by creating suitable environments for KE and accessibility (Janz and Prasarnphanich, 2003:351).…”

Section: Literature Reviewmentioning

confidence: 99%

Learning to Forget: A Critical Review of Knowledge Management and Knowledge Exchange Initiatives in the Detective Service

Mofokeng

2022

Int. J. Criminol. Sociol.

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KM and KE have recently become commonly used terms in law enforcement agencies. However, implementing KM initiatives successfully in the SAPS still poses a challenge. This paper reviews factors that influence the success or failure of KM and KE initiatives as manifested in the SAPS, with emphasis on the DS. Both KM and KE initiatives are of critical importance to solve criminal cases. The consulted literature review highlighted various dimensions that are critically influential in the implementation of KM and KE in the DS. These are the negligence of the FP, during which the building blocks for a successful schooling career are laid; and once detectives are recruited, the lack of a mentorship programme and training curriculum, which lack coherence, connection, as well as depth of understanding that accompanies systematic critical thinking.

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“…Organizational culture is found to be a critical factor to enable knowledge flow in organizations (Liang et al, 2016, Prystupa, 2017 as it allows organizational members to create, acquire, share and manage knowledge. Culture appears to be one common enabler of knowledge management in several studies (Kucharska and Wildowicz-Giegiel, 2017).…”

Section: The Relationship Between the Variables And Hypothesis Dmentioning

confidence: 99%

The Mediating Role of Knowledge Sharing Between Organizational Culture and Innovation in Syrian Public and Private Universities

Alnesr¹,

Ramzani²

2019

International Advanced Research Journal in Science, Engineering

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Prior literature has pointed out that organizational culture is an important factor affecting knowledge sharing and enhanced innovation in an organization. However, there is a lack of models linking organizational culture, knowledge sharing, and innovation at universities within developing countries, particularly Syria. The purpose of this study was to examine the mediating role of knowledge sharing on the relationship between organizational culture and innovation of the teaching staff in Syria public and private universities. The quantitative method was used in data collection. A random sampling technique was conducted which comprised of 334 valid responses to test the causal relationship between organizational culture, knowledge sharing, and innovation. PLS-SEM technique was used to analyze the direct and indirect relationships between the variables in this study. The results of the study indicated that there was a significant relationship between organizational culture and Knowledge sharing. The results show that there was a significant relationship between organizational culture and innovation. Findings had revealed that the indirect effect of organizational culture on innovation through knowledge sharing.

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The Role of Organizational Culture in Knowledge Management in Small Companies

Cited by 7 publications

References 41 publications

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI

Learning to Forget: A Critical Review of Knowledge Management and Knowledge Exchange Initiatives in the Detective Service

The Mediating Role of Knowledge Sharing Between Organizational Culture and Innovation in Syrian Public and Private Universities

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