The Role of Organizational Culture in Facilitating Knowledge Management Practices

Document Type: Research Paper

Authors

1 Ph.D. Student, Allame Tabatabaei University, Tehran, Iran

2 Assistant Prof., Shahid Sattari University, Tehran, Iran

3 Master of Passive Defense, Farabi University, Tehran, Iran

4 Ph.D. Student in Public Administration, Alborz Campus, University of Tehran

Abstract

In the knowledge-based era, knowledge is the distinctive
resource of organizations and knowledge management (KM) is
considered as the primary task of organizations that strives to utilize their
intellectual capitals effectively. Hence it is vital to understand carefully
the appropriate contexts and enablers of knowledge management.
Organizational culture is among the most influential factors affecting the
quality of accomplishing KM practices. In spite of this vital effect, its role
has not been studied carefully. This article tries to explore the correlation
of the four types of organizational culture on the knowledge management
practices. It will investigate the way in which these cultures can facilitate
or hinder KM practices. The population of the research consists of
educational and research centers. A sample of 275 participants was
selected as statistical sampling. According to the research findings, these
organizational cultures have a considerable effect on the KM practices.
Clan and adhocracy organizational culture have a powerful positive
relationship with KM practices, but this effect was negative for market
and hierarchical cultures. These findings support the necessity of
adopting a more humanistic approach for implementing knowledge
management more effectively.

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