Connections Between Organizational Culture and Knowledge Management

In the present knowledge economy, Adult Education (AE) plays an important role in creating, distributing, and applying knowledge through research and practice. AE programs are considered to be political and ethical activities (Cervero & Wilson, 1995; Wlodkowski & Ginsberg, 1995) that often occur in organizational contexts, including academic, for-profit, and non-profit groups. Organizations tend to have a predominant outlook on knowledge that is part of organizational culture (OC) (Wikstrom & Normann, 1994). A new line of inquiry, Knowledge Management (KM), focuses on how knowledge is acquired, created, and distributed (Alvesson & Karreman, 2001; Lengnick-Hall & Lengnick-Hall, 2003) within organizations. Alavi and Tiwana (2003) suggest that KM has unexplored socio-cultural aspects. The purpose of this paper is to uncover connections between OC and KM theories that impact AE. Knowledge Management (KM

Connections Between Organizational Culture and Knowledge Management

In the present knowledge economy, Adult Education (AE) plays an important role in creating, distributing, and applying knowledge through research and practice. AE programs are considered to be political and ethical activities (Cervero & Wilson, 1995; Wlodkowski & Ginsberg, 1995) that often occur in organizational contexts, including academic, for-profit, and non-profit groups. Organizations tend to have a predominant outlook on knowledge that is part of organizational culture (OC) (Wikstrom & Normann, 1994). A new line of inquiry, Knowledge Management (KM), focuses on how knowledge is acquired, created, and distributed (Alvesson & Karreman, 2001; Lengnick-Hall & Lengnick-Hall, 2003) within organizations. Alavi and Tiwana (2003) suggest that KM has unexplored socio-cultural aspects. The purpose of this paper is to uncover connections between OC and KM theories that impact AE

BUDAYA ORGANISASI, KNOWLEDGE MANAGEMENT TERHADAP KINERJA DENGAN LOYALITAS KERJA SEBAGAI MEDIASI

ABSTRACT This study aims to examine the influence between organizational culture and knowledge management on performance with job loyalty as a mediation. The research was conducted at the Department of Transportation of Pasuruan Regency, with a sample size of 87 respondents using a saturated sample, the number of samples was in accordance with the number of population. Data analysis was performed using the SmartPls program. The results of this study are the influence of organizational culture and knowledge management on performance, but it does not directly affect performance, but with the mediation of work loyalty has a significant and positive effect with full mediation. Organizational culture and knowledge management have a significant and positive effect directly on job loyalty, while job loyalty has a significant and positive effect on performance. Organizational culture and knowledge management in improving performance must be able to increase job loyaltyABSTRAKPenelitian ini bertujuan untuk menguji pengaruh antara budaya organisasi dan knowledge management terhadap kinerja dengan loyalitas kerja sebagai variabel mediasi. Penelitian dilakukan di Dinas Perhubungan Kabupaten Pasuruan, dengan jumlah sampel sebanyak populasi sebanyak 87 PNS dengan menggunakan sampel jenuh maka jumlah sample sesuai dengan jumlah populasi. Analisis terhadap data yang ada dilakukan dengan menggunakan program SmartPls. Hasil dari penelitian ini adalah pengaruh budaya organisasi dan knowledge management dengan terhadap kinerja tetapi secara langsung tidak berpengaruh terhadap kinerja, tetapi dengan mediasi loyalitas kerja berpengaruh signifikan dan positif dengan sifat full mediation. Budaya organiasi dan knowledge management secara langsung berpengaruh secara signifikan dan positif terhadap loyalitas kerja, sedangkan loyalitas kerja berpengaruh secara signifikan dan positif terhadap kinerja. Budaya organisasi dan knowledge management dalam meningkatkan kinerja harus dapat meningkatkan loyalitas kerja

The role and position of organizational culture in knowledge management in government-owned banks of Gilan Province

The purpose of this paper is to investigate the relationship between two variables of organizational culture and knowledge management in government-owned banks of Gilan Province. Studies that deal with reasons of the failure of management innovations suggest that organizational culture is a major factor for success. The research method is a descriptive correlational. Research population includes 346 employees of government-owned banks of Gilan Province. The measuring instrument is questionnaire and data are analyzed by SPSS software, t statistical tests and Spearman correlation test. Results showed that there was a significant relationship between organizational culture and knowledge management; and between the components, the organizational culture of individual creativity is most correlated with knowledge management

The role and position of organizational culture in knowledge management in government-owned banks of Gilan Province

The purpose of this paper is to investigate the relationship between two variables of organizational culture and knowledge management in government-owned banks of Gilan Province. Studies that deal with reasons of the failure of management innovations suggest that organizational culture is a major factor for success. The research method is a descriptive correlational. Research population includes 346 employees of government-owned banks of Gilan Province. The measuring instrument is questionnaire and data are analyzed by SPSS software, t statistical tests and Spearman correlation test. Results showed that there was a significant relationship between organizational culture and knowledge management; and between the components, the organizational culture of individual creativity is most correlated with knowledge management

HOW KNOWLEDGE MANAGEMENT INTENTION INFLUENCED BY ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT CULTURE

In the current knowledge economy era, knowledge has become an organization’s primary resource due to the fact that an organization is an extension of an information society. Therefore, firms that are able to effectively manage their knowledge resources can expect to reap a wide range of benefits. Due to the diversity of organizational culture (which include results-oriented, tightly controlled, job-oriented, closed system, solidarity, sociability and need for achievement), a significant issue is the way organizational culture impacts on KM intention in the KM process through the mediation of KM culture. Indeed, strong culture has a direct impact on KM culture and KM intention. This paper details our study findings, which indicate that while results-oriented, solidarity, sociability and strong cultures have significant positive effects on an organization’s ability to foster a KM culture in the KM process, a job-oriented culture has a significant negative effect. Moreover, both KM culture and strong culture have positive direct effects on an individual’s intention to manage knowledge. Also discussed in this paper are the implications of the study and its contribution to research and management practice

Organizational culture and knowledge management success at project and organizational levels in contracting firms

Author name used in this publication: Patrick S. W. Fong2009-2010 > Academic research: refereed > Publication in refereed journalAccepted ManuscriptPublishe

Knowledge Management and Organizational Culture in a Software Development Enterprise

The aim of this study was to analysis knowledge management and organizational culture at a Spanish software development enterprise. For this purpose, two different tasks were performed: first, analysis of knowledge management levels and organizational culture; and second, analysis of the relationship between organizational culture and knowledge management. The sample consisted of 196 employees between 21 and 45 years old, with 119 (61.3%) men. To achieve the objectives, adaptations of the Organizational Knowledge Practices (OKP) questionnaire (Cortijo, & Quintanilla, 2004) and the “Organizational Culture Inventory” (OCI) were used (Cooke & Lafferty, 1987). Based on the results, it appears that the company is oriented towards a constructive organizational culture. It also seems that the company emphasizes efficient knowledge management practices, especially in regard to teamwork. Finally, the link between organizational culture and knowledge management seems to be proven. As hypothesized, constructive culture is positively related to knowledge management performance, while Passive–Defensive and Aggressive–Defensive cultures are negatively related. All these results are particularly interesting considering that in the scientific literature such relationships have been proposed from a theoretical perspective, but only a few studies have explored these questions at the empirical level.

Knowledge management and organizational culture in a software development enterprise

The aim of this study was to analysis knowledge management and organizational culture at a Spanish software development enterprise. For this purpose, two different tasks were performed: first, analysis of knowledge management levels and organizational culture; and second, analysis of the relationship between organizational culture and knowledge management. The sample consisted of 196 employees between 21 and 45 years old, with 119 (61.3%) men. To achieve the objectives, adaptations of the Organizational Knowledge Practices (OKP) questionnaire (Cortijo, & Quintanilla, 2004) and the “Organizational Culture Inventory” (OCI) were used (Cooke & Lafferty, 1987). Based on the results, it appears that the company is oriented towards a constructive organizational culture. It also seems that the company emphasizes efficient knowledge management practices, especially in regard to teamwork. Finally, the link between organizational culture and knowledge management seems to be proven. As hypothesized, constructive culture is positively related to knowledge management performance, while Passive–Defensive and Aggressive–Defensive cultures are negatively related. All these results are particularly interesting considering that in the scientific literature such relationships have been proposed from a theoretical perspective, but only a few studies have explored these questions at the empirical level.Economí