Post on 09-Aug-2015
content KM Infrastructures Organizational culture definition Organizational culture dimensions Organizational culture levels Four most important challenges in knowledge management Attributes of an enabling organizational culture Culture effect on knowledge sharing Culture effect on knowledge creation Case study
KM Infrastructures KM infrastructure includes five major components: Organization culture Organization structure Information technology infrastructure Common knowledge and Physical environment
Organizational culture definition set of rules, values, and beliefs that are shared by a firm’s
members and which conditions their behaviors, along with the
configuration of the firm’s image and identity in relation to its environment
set of values that includes cooperation, trust, and learning will ultimately stimulate or hinder the processes of creating and
sharing of knowledge culture influences the development and results of KM practices
and processes
Organizational culture levels Schein (1985) Artifacts
Most observable level of culture Myths Ceremonies Ritual
Values not directly observable shared principles, standards, and goals frequently expressed through norms
basic assumptions reflect beliefs about human nature
and reality
Four most important challenges in KM
The organization’s employees have no time for knowledge management
The current organization culture does not encourage knowledge sharing
Inadequate understanding of knowledge management and its benefits to the company
Inability to measure the financial benefits from knowledge management
Attributes of an enabling organizational culture
Understanding the value of KM practices
Management support for KM at all levels
Incentives that reward knowledge sharing
Encouragement of interaction for the creation and sharing of
knowledge
Culture effect on knowledge sharing
wide range of factors that influence KS practices individual or personal factors
lack of trust fear of loss of power lack of social network
organizational factors lack of leadership lack of appropriate reward system lack of sharing opportunities
technological factors inappropriate information technology systems lack of training
Culture effect on knowledge sharing
Knowledge sharing
Organizational culture
TrustLeadership
Communication
Reward system
Information systems
Organizational structure
Culture effect on knowledge creation probe deeply into the impact of organizational culture on knowledge
creation capability - three elements of organizational culture: individualism-collectivism
Individualism
Collectivism
uncertainty avoidance power distance
organizational members deem that they should involve in knowledge sharing members in low power distance organizations feel more comfortable in interactions
with others than those in high power distance organizations Organizational members have more freedom to do creative tasks
Case study
World Bank Support for decentralization and field office operations Support for knowledge sharing and knowledge management Comprehensive renewal of bank information systems Implementation of cost effectiveness review recommendations
Vision build a world-class knowledge management system
throughout the bank to capture and organize our knowledge make it more readily accessible to the staff, clients and
partners strengthen the knowledge dissemination
Case study
NASA Culture – First and foremost, the culture must encourage knowledge sharing
across organizational boundaries and reward people for doing so Knowledge architecture – There must be a planned, strategic approach to how
and why certain activities are chosen Information technology infrastructure – A robust infrastructure must be available
(either built internally or outsourced) for sharing electronic information Supporting services – People (not just systems) need to be available to help
others understand how and when to use KM processes and applications
Vision Jeanne Holm outlines how the agency applied its
knowledge-management practices to overcome the challenge
of sharing knowledge during and after the crisis engage the public share Nasa’s knowledge with the world
Case study
Shell Oil Company and Giant Eagle mentioning their accomplishments in a newsletter, an e-mail, or
during a meeting
Case study
Halliburton Company uses a “most valuable player” program acknowledging each month the person who provides the best
idea
References Kerry E. Howell, Fenio Annansingh, Knowledge generation and sharing in UK universities: A tale of
two cultures?, International Journal of Information Management Dong Wang Zhongfeng Su Dongtao Yang, (2011),"Organizational culture and knowledge creation
capability", Journal of Knowledge Management, Vol. 15 Iss 3 pp. 363 – 373 Sunita Rega Kathiravelua*, Nur Naha Abu Mansorb, T.Ramayahc, Norhalimah Idrisd, Why
Organisational Culture Drives Knowledge Sharing?, International Conference on Innovation, Management and Technology Research Malaysia, 22 – 23 September, 2013
Irma Becerra-Fernandez and Rajiv Sabherwal: Knowledge Management Systems and Processes Md. Shiful Islam, Rajib Hossain Khan, Exploring the Factors Affecting Knowledge Sharing Practices in
Dhaka University Library Cynthia T. Smalla and Andrew P. Sageb, Knowledge management and knowledge sharing: A review,
Information Knowledge Systems Management httpwww.management-transitions.comarticle-what-is-organizational-culture http://www.ikmagazine.com
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