A case study on the relation of organizational culture and knowledge management practices (knowledge creation)

2012 ◽  
Vol 6 (16) ◽  
Author(s):  
Yokabed Beik Khakhian
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Practices ◽  
Knowledge Management Practices

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

Knowledge Management Practices in SME: Case Study in Basque Country SME

2013 ◽  
pp. 105-111 ◽  
Author(s):  
Izaskun Alvarez ◽  
Ernesto Cilleruelo ◽  
Ibon Zamanillo ◽  
Enara Zarrabeitia
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Basque Country ◽  
Knowledge Management Practices

scholarly journals Knowledge Management Practices and Innovation Outcomes: The Moderating Role of Risk-Taking and Proactiveness

2019 ◽  
Vol 9 (4) ◽  
pp. 75 ◽  
Author(s):  
Gema García-Piqueres ◽  
Ana-M. Serrano-Bedia ◽  
Marta Pérez-Pérez
Keyword(s):  
Knowledge Management ◽  
Risk Taking ◽  
Knowledge Creation ◽  
Management Practices ◽  
Ordinary Least Squares ◽  
Process Innovation ◽  
Two Dimensions ◽  
Moderating Effect ◽  
Knowledge Management Practices ◽  
Innovation Outcomes

This study, by the application of a linear regression by ordinary least squares (OLS), aimed to explore the relationships between knowledge management practices (KMP) and innovation outcomes (product, process, organizational, and commercial), and how they can be moderated by two dimensions of the entrepreneurial orientation (proactiveness and risk taking). This empirical study used survey data from a sample of 288 Spanish family small and medium enterprises (SMEs). The results revealed a positive effect of all the KMPs studied for at least one of the innovation variables studied. Regarding the moderating effect of proactiveness and risk taking on the KMP-innovation outcomes relationship, proactiveness negatively moderated the relationship between knowledge creation and product/process innovation. Moreover, a positive moderating effect was found for the case of knowledge application and process innovation. With regard to risk taking, the evidence found was mixed, and confirmed for some KMPs and all the innovation measures, with the exception of process innovation. The only positive moderating effect found was for knowledge storage and product innovation, whereas, contrary to expected, a negative moderating effect was found for knowledge creation, transfer, and application practices and commercial, product, and organizational innovations, respectively.

The SECI Model in Knowledge Management Practices

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Aderonke Olaitan Adesina ◽  
Dennis N. Ocholla
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Creation ◽  
Management Practices ◽  
High Impact ◽  
Journal Articles ◽  
Practical Application ◽  
Seci Model ◽  
Knowledge Management Practices ◽  
Meta Analyses

The purpose of this study was to review the socialisation, externalisation, combination and internalisation (SECI) model of knowledge management (KM), and to explore the trends of its use, challenges, and best practices in the model’s application in KM practice in the period from 1995 to 2018. Using the methodology known as the preferred reporting items for systematic reviews and meta-analyses (PRISMA), we sought to do the following: establish whether the SECI model was more widely accepted than other KM models; examine specific demographic details of research studies on the SECI model; investigate the weaknesses of the model in practice; and generate a compendium of the use of the model in respect of the period we reviewed. Four databases were explored to search for open access, peer-reviewed, empirical journal articles. The study found that the SECI model continued to be widely accepted and used in spite of criticism levelled at it. Weaknesses that we noted in our review included the limitations of certain modes of the model in some areas of application and the non-linearity of the model in other areas. The study found evidence of exponential growth in the SECI model’s usage in the period reviewed. Also noted was the wide application of the model in knowledge creation studies in Africa. The study suggested that organisations could employ the model for their knowledge creation activities, but with the support of factors that enabled knowledge sharing. The model’s socialisation mode stood out as a mode of high impact, implying that the management teams of organisations needed to pay a lot of attention to it for effective organisational KM. This study generated a compendium for the practical application of the SECI model.  

Developing an Integrated Model for Understanding Knowledge Management Practices in an Arab Country

2010 ◽  
pp. 176-197
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Knowledge Management ◽  
Best Practice ◽  
Management Practices ◽  
Arab Country ◽  
Buying Behavior ◽  
Study Approach ◽  
Important Region ◽  
Proposed Model ◽  
Knowledge Management Practices

This chapter seeks to develop a model for understanding Knowledge Management (KM) practice in an Arab socio-economic context. To achieve the objectives of the study, a conceptual KM model was proposed and described; it was then illustrated using a case study. The chapter adopts a case study approach as a powerful source of understanding the KM specificities. Twelve interviews were conducted with executives of a telecommunications company, and then were systemically analyzed. Based on the findings of the study, a profile of KM in an Arab country is developed as well as a holistic and integrative KM model. The final model concludes with a proposed a three-layer KM model. The first layer includes KM drivers (market liberalization, technological advancements, and customers’ preferences); the second includes KM processes (knowledge strategizing, sourcing, composing, sharing, and using), whereas the third layer includes KM enablers (KM buying behavior, convergence of business and technology, source-data quality, project championship, process-based structure, and sharing culture). However, the proposed model requires further testing through conducting more case studies to be able to capture the best practice of KM in this important region.

The linkage between knowledge management practices and organization based projects for better learning outcome

2019 ◽  
Vol 33 (1) ◽  
pp. 166-178 ◽  
Author(s):  
Parijat Upadhyay ◽  
Manas Paul
Keyword(s):  
Knowledge Management ◽  
Business School ◽  
Design Methodology ◽  
Management Practices ◽  
School Setting ◽  
Content Type ◽  
Knowledge Management Practices ◽  
Comprehensive Framework ◽  
Industry Needs

Purpose The purpose of this paper is to provide a framework to understand and reflect upon issues, which can help in producing better industry-ready students graduating from business schools. Design/methodology/approach The paper examines research conducted in the area of knowledge management (KM) and proposes a conceptual framework that can be used by academic institutions to engage students and prepare them for industry needs so that they are better industry-ready graduates. A case study based approach has been adopted in this study. Findings In line with the literature-based analysis, a framework for better industry ready students has been proposed, illustrating the linkage between KM, learning from organization-based projects, industry feedback and inputs from international accreditation bodies in higher education. Originality/value This paper has provided a comprehensive framework that contributes to the understanding and refining the academic processes in a business school setting with the help of learning from academic KM process. Such a framework has not been previously developed by previous researchers.

Knowledge management practices in facilities organisations: a case study

2008 ◽  
Vol 6 (1) ◽  
pp. 5-22 ◽  
Author(s):  
Chaminda Pathirage ◽  
Richard Haigh ◽  
Dilanthi Amaratunga ◽  
David Baldry
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Knowledge Management Practices
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