The correlation between organizational culture and knowledge conversion on corporate performance

Purpose – Organizational culture can significantly promote or hinder the success of knowledge management initiatives. Therefore, this study seeks to develop and test empirically a conceptual framework to investigate the correlation between organizational culture and knowledge conversion on corporate performance.Design/methodology/approach – Questionnaire and statistical analytical techniques were applied to gain best exploration on organizational culture, knowledge conversion and corporate performance.Findings – The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.Research limitations/implications – The research investigates the correlation between organizational culture and knowledge conversion on corporate performance under a Chinese‐centric set of societal, cultural and linguistic attitudes and behaviors. However, different countries have different cultures. Future research coul...

[1]  R. Hooijberg,et al.  On cultural change: Using the competing values framework to help leaders execute a transformational strategy , 1993 .

[2]  Seng-cho Timothy Chou,et al.  Applying a knowledge-focused management philosophy to immature economies , 2003, Ind. Manag. Data Syst..

[3]  Chotchai Charoenngam,et al.  Operational Delay Factors at Multi-Stages in Thai Building Construction , 2003 .

[4]  David Rooney,et al.  Knowledge, economy, technology and society: The politics of discourse , 2005, Telematics Informatics.

[5]  Anthony L. Amadeo.  Cultural Dimensions of International Business , 1991 .

[6]  Kun Chang Lee,et al.  KMPI: measuring knowledge management performance , 2005, Inf. Manag..

[7]  Ruey-Shun Chen,et al.  A study on the critical success factors for corporations embarking on knowledge community-based e-learning , 2007, Inf. Sci..

[8]  Chimay J. Anumba,et al.  Review and implementation of performance management models in construction engineering organizations , 2005 .

[9]  Dieter Fink,et al.  Knowledge management and intellectual capital: an empirical examination of current practice in Australia , 2003 .

[10]  Yinfeng Xu,et al.  An empirical study of dynamic customer relationship management , 2005 .

[11]  Liviu Cotora,et al.  Managing and measuring the intangibles to tangibles value flows and conversion process: Romanian Space Agency case study , 2007 .

[12]  Su-Chao Chang,et al.  A STUDY ON RELATIONSHIP AMONG LEADERSHIP, ORGANIZATIONAL CULTURE, THE OPERATION OF LEARNING ORGANIZATION AND EMPLOYEES JOB SATISFACTION , 2007 .

[13]  Mott Linn,et al.  Organizational culture: an important factor to consider , 2008 .

[14]  William G. Bailey.  The encyclopedia of police science , 1989 .

[15]  B. Chakravarthy.  Measuring strategic performance , 1986 .

[16]  L. Edvinsson.  Developing intellectual capital at Skandia , 1997 .

[17]  Jen-te Yang.  Knowledge sharing: Investigating appropriate leadership roles and collaborative culture , 2007 .

[18]  Jae-Hyeon Ahn,et al.  Product and process knowledge in the performance-oriented knowledge management approach , 2005, J. Knowl. Manag..

[19]  Bhanu S. Ragu-Nathan,et al.  Development and validation of a measurement instrument for studying supply chain management practices , 2005 .

[20]  Minsoo Shin,et al.  A framework for evaluating economics of knowledge management systems , 2004, Inf. Manag..

[21]  Sherry D. Ryan,et al.  Exploring knowledge sharing in ERP implementation: an organizational culture framework , 2006, Decis. Support Syst..

[22]  E. Ziegel,et al.  The Balanced Scorecard , 1998 .

[23]  I. Nonaka,et al.  How Japanese Companies Create the Dynamics of Innovation , 1995 .

[24]  Rosabeth Moss Kanter,et al.  When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organization , 2000 .

[25]  Richard Harris,et al.  The knowledge‐based economy: intellectual origins and new economic perspectives , 2001 .

[26]  A. Shenhar,et al.  Beyond the Balanced Scorecard:: Refining the Search for Organizational Success Measures , 2003 .

[27]  Parminder Singh Sahota,et al.  Organizational culture as a knowledge repository for increased innovative capacity , 2004 .

[28]  Sangjae Lee,et al.  Efficiency analysis of controls in EDI applications , 2005, Inf. Manag..

[29]  Jun Xu,et al.  Adoption and diffusion of knowledge management systems: an Australian survey , 2005 .

[30]  Karma Sherif,et al.  Can technology build organizational social capital? The case of a global IT consulting firm , 2006, Inf. Manag..

[31]  Thomas Kalling,et al.  Knowledge management and the occasional links with performance , 2003, J. Knowl. Manag..

[32]  Steve Muylle,et al.  Online support for commerce processes by web retailers , 2003, Decis. Support Syst..

[33]  Elaine Aspinwall,et al.  Development of a knowledge management initiative and system: A case study , 2006, Expert Syst. Appl..

[34]  Petter Gottschalk.  Predictors of police investigation performance: An empirical study of Norwegian police as value shop , 2007, Int. J. Inf. Manag..

[35]  Bernard L. Simonin.  Transfer of Marketing Know-How in International Strategic Alliances: An Empirical Investigation of the Role and Antecedents of Knowledge Ambiguity , 1999 .

[36]  Kim Langfield-Smith,et al.  Organisational culture and control , 1995 .

[37]  Shams Rahman,et al.  Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation , 2004 .

[38]  E. Schein.  Organisational culture and leadership , 1991 .

[39]  Ming-Fong Lai,et al.  Relationships of organizational culture toward knowledge activities , 2007, Bus. Process. Manag. J..

[40]  Patricia Ordóñez de Pablos,et al.  Knowledge management and organizational competitiveness: a framework for human capital analysis , 2003, J. Knowl. Manag..

[41]  G. Hult,et al.  Bridging organization theory and supply chain management: The case of best value supply chains , 2007 .

[42]  V. Ribière,et al.  Critical role of leadership in nurturing a knowledge-supporting culture , 2003 .

[43]  Maria Paz Salmador Sánchez,et al.  Knowledge‐based manufacturing enterprises: evidence from a case study , 2008 .

[44]  N. Rao Kowtha,et al.  Engineering the Engineers: Socialization Tactics and New Engineer Adjustment in Organizations , 2008, IEEE Transactions on Engineering Management.

[45]  Thomas H. Davenport,et al.  Book review:Working knowledge: How organizations manage what they know. Thomas H. Davenport and Laurence Prusak. Harvard Business School Press, 1998. $29.95US. ISBN 0‐87584‐655‐6 , 1998 .

[46]  J.-C. Spender,et al.  Innovation and Learning in High-Reliability Organizations: A Case Study of United States and Russian Nuclear Attack Submarines, 1970–2000 , 2008, IEEE Transactions on Engineering Management.

[47]  Robert M. Davison,et al.  Strategic decision making and support systems: Comparing American, Japanese and Chinese management , 2007, Decis. Support Syst..

[48]  Albert H. Segars,et al.  Knowledge Management: An Organizational Capabilities Perspective , 2001, J. Manag. Inf. Syst..

[49]  Jae-Hyeon Ahn,et al.  Assessing the contribution of knowledge to business performance: the KP3 methodology , 2004, Decis. Support Syst..

[50]  Heeseok Lee,et al.  Knowledge management strategy and its link to knowledge creation process , 2002, Expert Syst. Appl..

[51]  Rajiv Sabherwal,et al.  The Effect of Social Context on the Success of Knowledge Repository Systems , 2008, IEEE Transactions on Engineering Management.

[52]  I. Nonaka.  A Dynamic Theory of Organizational Knowledge Creation , 1994 .

[53]  Tor Guimaraes,et al.  Corporate culture, absorptive capacity and IT success , 2005, Inf. Organ..

[54]  J. Jordan,et al.  Assessing your company's knowledge management style , 1997 .

[55]  D. Y. Sha,et al.  Linking innovative product development with customer knowledge: a data-mining approach , 2006 .

[56]  R. Quinn.  Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance , 1991 .

[57]  I. Nonaka,et al.  Making the Most of Your Company's Knowledge: A Strategic Framework , 2001 .

[58]  Cornelia Dröge,et al.  The mediating role of operations knowledge in the relationship of context with performance , 2001 .

[59]  David Paper,et al.  BPR: Creating the Conditions for Success , 1998 .

[60]  Alton Yeow-Kuan Chua,et al.  Why KM projects fail: a multi-case analysis , 2005, J. Knowl. Manag..

[61]  Francis D. Tuggle,et al.  The Effect of Organizational Culture on the Implementation of Knowledge Management , 2000, FLAIRS.

[62]  I. Nonaka,et al.  SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation , 2000 .

[63]  Alexander Fliaster,et al.  Cross-hierarchical interconnectivity: forms, mechanisms and transformation of leadership culture , 2004 .

[64]  Thomas F. Gattiker,et al.  Understanding the local-level costs and benefits of ERP through organizational information processing theory , 2004, Inf. Manag..