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.

[1]  Syed Shah Alam,et al.  Assessing Knowledge Sharing Behaviour among Employees in SMEs: An Empirical Study , 2009 .

[2]  P. Duguid,et al.  Balancing act: how to capture knowledge without killing it. , 2000, Harvard business review.

[3]  Dorothy E. Leidner,et al.  The Role of Culture in Knowledge Management: A Case Study of Two Global Firms , 2006, Int. J. e Collab..

[4]  John C. Smart,et al.  Organizational Culture and Effectiveness in Higher Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses , 1996 .

[5]  B. Schneider,et al.  Organizational climate and culture. , 2009, Annual review of psychology.

[6]  N. Ashkanasy,et al.  Handbook of Organizational Culture and Climate , 2000 .

[7]  Jan M. Pawlowski,et al.  Global social knowledge management - Understanding barriers for global workers utilizing social software , 2014, Comput. Hum. Behav..

[8]  Stephanie Watts,et al.  Informational Influence in Organizations: An Integrated Approach to Knowledge Adoption , 2003, Inf. Syst. Res..

[9]  Robert M. Morgan,et al.  The Role of Existing Knowledge in New Product Innovativeness and Performance , 2003, Decis. Sci..

[10]  Wynne W. Chin.  The partial least squares approach for structural equation modeling. , 1998 .

[11]  Pernille Eskerod,et al.  Organizational Culture Restraining in-House Knowledge Transfer between Project Managers a Case Study , 2007 .

[12]  L. Cronbach.  Coefficient alpha and the internal structure of tests , 1951 .

[13]  E. Schein.  Sense and nonsense about culture and climate , 1999 .

[14]  David J. Pauleen,et al.  Perceptions of knowledge management: a qualitative analysis , 2003, J. Knowl. Manag..

[15]  J. Guilford.  Fundamental statistics in psychology and education , 1943 .

[16]  Dorothy E. Leidner,et al.  An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices , 2005, J. Manag. Inf. Syst..

[17]  Denise A. D. Bedford,et al.  A Case Study in Knowledge Management Education - Historical Challenges and Future Opportunities , 2013 .

[18]  Jesper B. Sørensen.  The Strength of Corporate Culture and the Reliability of Firm Performance , 2002 .

[19]  Robert W. Zmud,et al.  Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Factors, and Organizational Climate , 2005, MIS Q..

[20]  Timothy R. Kayworth,et al.  Organizational Culture as a Knowledge Resource , 2004 .

[21]  George A. Marcoulides,et al.  Modern methods for business research , 1998 .

[22]  D. Sandy Staples,et al.  Exploring Perceptions of Organizational Ownership of Information and Expertise , 2001, J. Manag. Inf. Syst..

[23]  D. Leidner,et al.  KNOWLEDGE MANAGEMENT IN IS RESEARCH , 2002 .

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

[25]  Christoph Scholz,et al.  The Symbolic Value of Computerized Information Systems , 1990 .

[26]  C. Fornell,et al.  Evaluating structural equation models with unobservable variables and measurement error. , 1981 .

[27]  Morten T. Hansen,et al.  Introducing T-shaped managers. Knowledge management's next generation. , 2001, Harvard business review.

[28]  Christina Ling-Hsing Chang,et al.  The role of organizational culture in the knowledge management process , 2015, J. Knowl. Manag..

[29]  Dorothy E. Leidner,et al.  Studying Knowledge Management in Information Systems Resarch: Discourses and Theoretical Assumptions , 2002, MIS Q..

[30]  W. S. Chow,et al.  Social network, social trust and shared goals in organizational knowledge sharing , 2008, Inf. Manag..

[31]  Tan Nya,et al.  Trust : Facilitator of Knowledge-sharing Culture , 2009 .

[32]  Y. Connie Yuan,et al.  Focused Activities and the Development of Social Capital in a Distributed Learning “Community” , 2006, Inf. Soc..

[33]  Jan M. Pawlowski,et al.  Global social knowledge management: from barriers to the selection of social tools , 2013 .

[34]  Markus Bick,et al.  The Global Knowledge Management Framework: Towards a Theory for Knowledge Management in Globally Distributed Settings , 2012 .

[35]  Anne P. Massey,et al.  Unraveling the Temporal Fabric of Knowledge Conversion: A Model of Media Selection and Use , 2006, MIS Q..

[36]  Wynne W. Chin,et al.  A Partial Least Squares Latent Variable Modeling Approach for Measuring Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic - Mail Emotion/Adoption Study , 2003, Inf. Syst. Res..

[37]  Yang Lin,et al.  Factors Affecting KM Implementation in the Chinese Community , 2010, Int. J. Knowl. Manag..

[38]  Peter Heisig,et al.  Harmonisation of knowledge management - comparing 160 KM frameworks around the globe , 2009, J. Knowl. Manag..

[39]  Pradeep Dharmadasa,et al.  Intention to Knowledge Sharing: From Planned Behavior and Psychological Needs Perspectives , 2013, Int. J. Knowl. Manag..

[40]  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 .

[41]  G. Hofstede,et al.  Measuring organizational cultures: A qualitative and quantitative study across twenty cases. , 1990 .

[42]  Paul A. Pavlou,et al.  Understanding and Predicting Electronic Commerce Adoption: An Extension of the Theory of Planned Behavior , 2006, MIS Q..

[43]  Patricia M. Norman.  Knowledge acquisition, knowledge loss, and satisfaction in high technology alliances , 2004 .

[44]  D. Dooley.  Social Research Methods , 1990 .

[45]  SussmanStephanie Watts,et al.  Informational Influence in Organizations , 2003 .

[46]  Herman Wold,et al.  Soft modelling: The Basic Design and Some Extensions , 1982 .

[47]  Lim Ying San,et al.  Trust: Facilitator of Knowledge-sharing Culture , 2009 .

[48]  J. C. Zink.  Find the competitive edge with maintenance , 1997 .

[49]  Sun-Jen Huang,et al.  Exploring the relationship between organizational culture and software process improvement deployment , 2010, Inf. Manag..

[50]  Boon Chuan Tay,et al.  Corporate culture and organizational effectiveness in the financial sector , 1992 .

[51]  Mian M. Ajmal,et al.  Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective , 2008 .