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Organizational culture and Knowledge management


Organizational culture and Knowledge management B.V.L.Narayana Sr Professor (T M ) RSC/BRC Definitions The set of shared attitudes, values, goals, and practices that ... – PowerPoint PPT presentation

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Title: Organizational culture and Knowledge management

Organizational culture and Knowledge management
  • B.V.L.Narayana
  • Sr Professor (T M )

  • The set of shared attitudes, values, goals, and
    practices that characterizes an institution,
    organization or group (Wikipedia)
  • Wilkins and Dyer (1988) suggest that culture "is
    composed of the values, competencies, and
    beliefs of a group of people that strongly
    influence whether and how organizational
    strategies are implemented. (p. 522)."

  • Schein (1990) defines culture as, "a) a pattern
    of basic assumptions, b) invented, discovered, or
    developed by a given group, c) as it learns to
    cope with its problems of external adaptation and
    internal integration, d) that has worked well
    enough to be considered valid and, therefore e)
    is to be taught to new members as the f) correct
    way to perceive, think, and feel in relation to
    those problems

Importance of culture
  • Karlsen Gottschalk (2004) view culture as
    important because it shapes assumptions about
    what knowledge is worth exchanging it defines
    relationships between individual and
    organizational knowledge it creates the context
    for social interaction that determines how
    knowledge will be shared in particular
    situations and it shapes the processes by which
    new knowledge is created, legitimated, and
    distributed in organizations. Lack of technology
    does not prevent KM activity it just means that
    KM activity must be accomplished in different

Importance of culture
  • Without the benefit of a culture that recognizes,
    encourages, and rewards KM activities, consistent
    performance of KM activities will not occur.
    Interaction and collaboration among employees is
    important when attempting to transmit tacit
    knowledge between individuals or convert tacit
    knowledge into explicit knowledge, thereby
    transforming it from the individual to the
    organizational level (Gold, et. al., 2001).

Model of knowledge categories(Hedlund and Nonaka)
Knowledge characteristics Individual Group Organization Inter organization domain
Articulated knowledge information embodied cognitive skills Knowing calculus Quality circles documented analysis of its performance Organization chart Suppliers patents and documented practices
Tacit knowledge and information, cognitive skills embedded Cross cultural negotiation skills Team coordination in complex work Corporate culture Customers attitudes to products and expectations
Factors in culture and impact
  • Information Systems
  • Combine people, processes, and technology
  • Must be flexible and tailored to the type of
    knowledge being captured, shared, or created
  • Include formal and informal approaches
  • Impact
  • Build networks that foster conversation,relationsh
    ips, and trust among employees.Generate a
    collaborative environment in which employees know
    who knows what,know what was done before, and use
    this knowledge to resolve problems quickly and

Factors in culture and impact
  • Organizational Structure
  • Must be permeable and minimize the focus on
    organizational silos
  • Must support learning and sharing of knowledge
  • Encourages the formation of teams, work groups,
    and communities of practice
  • Impact
  • Allows the flow of knowledge regardless of
    employee role, job function, or other traditional
    boundaries. Facilitates sharing of knowledge and
    learning to create even more knowledge. Allows
    employees to bond socially and technically to
    share information, build on each others
    knowledge, and to solve problems.

Factors in culture and impact
  • Reward Systems
  • Consist of a balance between intrinsic and
    extrinsic motivators
  • Encourage knowledge sharing across role and
    functional boundaries Must not trivialize
    knowledge sharing efforts
  • Include a formal assessment of achievements
    against knowledge management objectives
  • Impact
  • Encourage knowledge sharing through formal
    systems, such as financial incentives and
    compensation structures and through informal
    systems such as peer-to-peer recognition.
    Acknowledge the value of sharing knowledge, the
    contributions people make, and the importance of
    not hoarding information or knowledge. Motivate
    employees to develop innovations that would help
    them do things right the first time.

Factors in culture and impact
  • Processes
  • Connect people with other knowledge people
  • Connect people with information
  • Enable conversation of information to knowledge
  • Encapsulate knowledge
  • Disseminate knowledge throughout organization
  • Impact
  • Promote collaborative problem solving,
    streamlined workload, consolidated information,
    and enhanced performance.Enable learning, sharing
    of cross-functional expertise, and sharing of
    worker-to-worker knowledge. Develop information
    systems that enable information to seamlessly
    cross traditional silos.

Factors in culture and impact
  • People
  • Most significant element of a knowledge
    management system
  • Employees need reassurances that they are still
    valued after they give up their knowledge
  • Level of trust greatly influences the amount of
    knowledge that is shared
  • Impact
  • Fosters an environment where employees trust that
    their knowledge is valued and ensures that the
    culture grows at the right pace, with the right
    people, and in the right mix. Allows employees to
    do a better job of aggregating useful
    information, and make it available to others who
    need it when they need it.

Factors in culture and impact
  • Leadership
  • Provides strong and dedicated commitment to
    knowledge management initiatives
  • Leads by example
  • Fosters open knowledge sharing by creating an
    environment built on trust
  • Fosters a belief that organizational learning and
    knowledge management are critical
  • Develops a customer-centered business orientation
  • Impact
  • Creates the vision, mission, objectives, and
    ethics code for the organization as it develops
    its knowledge management system. Endorses and
    sustains knowledge management initiatives by
    taking on the role of coach and mentor. Removes
    barriers to progress. Reinforces and rewards
    positive behaviors and promotes the right
    people.Moves the entire organization toward
    knowledge management.

Factors in culture and impact
Factors in culture and impact
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