Muhammad Faisal Bin Md Shahimidsfsdm,nm,nsm,ndsm,dnasm,dnsam,dnm,sandm,sandm,sandm,sandm,sanm,dnsads
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Transcript of Muhammad Faisal Bin Md Shahimidsfsdm,nm,nsm,ndsm,dnasm,dnsam,dnm,sandm,sandm,sandm,sandm,sanm,dnsads
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7/28/2019 Muhammad Faisal Bin Md Shahimidsfsdm,nm,nsm,ndsm,dnasm,dnsam,dnm,sandm,sandm,sandm,sandm,sanm,d
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Muhammad Faisal Bin Md Shahimi
2010100559
Summary of chapter 9
The comprehension of enabling knowledge contexts and networks entails on the explain the
distinctions between organizational culture and organizational climate, understand the surface
manifestations and deeper aspects of organizational culture, discuss different approaches to
developing knowledge-sharing culture and apply the notion of communities of practice to
organizations.
In the parallel to building or construct bridges for success ask why collaboration is crucial to
emphasize first for all is the rise of partnership strategies. These relations allowed individual
companies to pull together the breadth of talent and experience required to bring major drugs to
the market. The focus on working with partners has forced the companies in this sector in hone
their partnership skills and build their collaborative capabilities. Moreover, the knowledge
economy which innovations arise as the result of the collective experience and conversations of
groups of people for instance the working styles of Generation Y.
Apart from, advances in collaborative technology also factorize as I will show, many of the
collaborative experiences in companies take place in highly complex forms that rely on advanced
technology to support them especially the complex nature of collaboration relies on variant
types of collaboration. Then, in the scope of supporting complex collaboration in highlight of a
culture of collaboration four were most important which is leadership role modeling, support a
culture, individual reward structure removed and collaborate in more information ways, hence
focus on the competencies of people and the task itself.
The ongoing challenges of collaboration first to understand how technology can support complex
collaboration. A second challenge while some of the competencies that we have already will beuseful, others need to be realigned and adjusted.
At a glance, preface is the failure of many information or knowledge management systems is
often as a result of cultural factors rather than technological oversights. To the puzzled inquirer,
this chapter is about gaining some clarity about the notion of culture and its historic roots in the
organizational climate literature. We explore the variety of surface manifestations of culture in
organization the so as to better understand the emerging literature in knowledge-sharing cultures.
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7/28/2019 Muhammad Faisal Bin Md Shahimidsfsdm,nm,nsm,ndsm,dnasm,dnsam,dnm,sandm,sandm,sandm,sandm,sanm,d
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Organizational climate is the static or temporary phenomenon found in norms and organizational
artifacts that can be determined through traditional survey-based approaches. In contrast,
organizational culture is the result of processes that arise from dynamic interactions between
individuals or members of a social system.
Meanwhile, in term of norm, artifacts and symbols they can vary along two dimensions(OReilly 1989) expressed the intensity of approval or disapproval attached to an expectation and
degree of consistency with which a norm is shared. When great intensity and consensus exist in
an organization, this leads to a strong culture where organizational members share a common set
of expectations. Artifacts also provide us with shared systems of meaning that construct
organizational life. They can exist as material objects, physical layouts, technology, language
and behavior patterns as well as procedures and practices in organizations (Brown 1998).
Symbols are rich in meaning and can occur as a word, a statement an action or a material
phenomenon importance.
To conclude briefly related to these topic as well as expressing the importance of norms, artifactsand symbols in providing explicit clues to a given culture and how knowledge management
interventions can be aligned to the prevailing culture. Then, the development of core values that
guide every action and decision in a company to prevent them from becoming meaningless and
generating cynicism with senior management.
Besides that, the different approaches to measuring culture fall into typing surveys or profiling
surveys such as effectiveness surveys, descriptive surveys and fit profiles. Even the debates
related to knowledge-sharing culture arising from the promotion of different forms of Ba
(space) in the knowledgeconversion process or the development of cooperative cultures
through the values of care or the result of an interplay or dialectic between cooperative andcompetitive cultures. Last but not least, communities of practice as informal, self-selecting
groups that are open-ended, without any deliverables. They play an important role in embedding
tacit knowledge cognitively and socially through storytelling and narratives shared regularly
between actors.