The Impact of Organizational Culture on the Use of ICT for Knowledge Management

The Impact of OrganizationalCulture on the Use of ICT for Knowledge ManagementLopez-Nicolas C. & Meroño-Cerdán A.Electron Markets (2009) 19:211-219

UNIVERSIDAD DE MURCIAComunicación y Documentación

MÁSTER GIONuevos paradigmas para la

economía a partir del desarrollo de las TICs

SAMANTHA BERNARDISa.a.2012/2013

CONTENT

CLAN + ICT FOR KM Personalization

HIERARCHY + ICT FOR KM codification

ADHOCRACY + ICT FOR KM personalization codification

MARKET vs ICT FOR KM personalization codification

HOWliterature review of some concepts:KM, ICT for KM, Organizational Culture

proposing a theoretical model , testing it in a sample of more than 300 Spanish firms (exactly 310)

THEORETICALMODEL

To analyse the impact of diverse organizational cultures (hierarchical culture, clan culture, adhocracy culture, market culture) on the use of ICT for strategic Knowledge Management

AIM

LITERATUREREVIEW

KNOWLEDGE MANAGEMENT

the explicit and systematic management of vital knowledge—and its associated processes of creation, organization, diffusion, use and exploitation

(Skyrme 2001)

Knowledge, namely Tacit Knowledge → source of advantage

… however knowledge has to be managed → strategic advantage

PersonalizationCodification

(Hansen at al, 1999)

KM STRATEGIES Tacit KnowledgeExplicit knowledge

ICT USE

ICT FOR KM

Nowadays, in order to capture, store and share the large amount of Information/knowledge technology support is NECESSARY

ICT support on KM differs from codification to personalization,Also depending on the types of Knowledge (TACIT OR EXPLICIT)

(Hansen at al, 1999)

FIRST KM PROJECTS FAILED → Over-focus on technologies, no on people and process. No manage differently tacit and explicit knowledge

ICT FOR KM LIMITATIONS

→ They reduce the richness of codified knowledge

→ Management and sharing of tacit knowledge is problematic

ORGANIZATIONAL CULTURE

OCAssumptions

Values

Artefacts CVF

flexibility, discretion and dynamism

stability, order and control

internal orientation, integration, and unity

External orientation, differentiation and rivalry

(Cameron & Quinn, 1999)

CLAN

HIERARCHY

ADHOCRACY

MARKET

ORGANIZATIONAL CULTURE, KM & ICT

OC is believed to be the most significant input to effective KM

OC must be considered as an antecedent of KM and not as a result

→ Organizations have to build their KM strategy aligning that to their culture

OC & KM

OC & ICT The implementation of technologies is considered a critical social process of change

→ Some studies focusing on ICT use or ICT implementation or failure

INVESTIGATION PROBLEM

METHOD & MEASURESUSED

INVESTIGATION PROBLEM

The impact of different OC on the use of ICT for KM- using the CVF model- focusing on understanding how corporate values interact with ICT features (orientations to knowledge CODIFICATION or PERSONALIZATION)

CLAN + ICT FOR KM Personalization

HIERARCHY + ICT FOR KM codification

ADHOCRACY + ICT FOR KM personalization codification

MARKET vs ICT FOR KM personalization codification

METHOD

TARGET

DATA COLLECTIONMETHOD

310 firms of different sectors in the region of Murcia, with minimum 10 employees.

Close-ended questionsFace-to-face surveys given to CEOs

MEASURES

FOR OC

FOR ICT FOR KM

Organizational Culture Assessment Instrument (OCAI)

→ Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases and Criteria of Success

Lee and Choi Scale (2003)

→ six items allows the researcher to distinguish the strategic approach (CODIFICATION/PERSONALIZATION) a company follows for KM

MEASURES 2

SURVEY

RESULTS

HYPOTHESIS RESULTS

CLAN + ICT FOR KM personalization

HIERARCHY + ICT FOR KM codification

ADHOCRACY + ICT FOR KM personalization codification

MARKET vs ICT FOR KM personalization codification

SINO

SISI

NO

CONCLUSIONSLIMITATIONSFUTURE PROJECTS

CONCLUSIONS

Positive effects on KM, specifically in the case of cultural values associated with clan and adhocracy

none of the values of the OC (hierarchy, clan, adhocracy and market) have a significant negative impact on the use of ICT for KM

OCs featured by flexibility, innovation and dynamism (CLAN - ADHOCRACY) are found to have a greater influence on KM through ICT

ERGO managers may feel more confident in managing OC and values for KM

LIMITATIONS - FUTURE PROJECTS

Reduced Target (only Murcia firms)

→ a sampling frame that combines firms from different countries could be used in order to provide a more international perspective to the subject

An investigation conducted in a specific period of time.

→ a longitudinal study could be carried out, because OC is malleable over-time

This investigation has focused on the OC, leaving outside others flattering elements which have an impact on KM.

→ A detailed analysis of Organizational Learning is required to be carried out in a future research, as well as the analysis of the impact of human resources and organizational design on KM strategy.

PERSONALCONTRIBUTION

PERSONAL CONTRIBUTIONSupporting the article's results because :

→ In the general vision of KM, PEOPLE is one of three dimensions comprised , PEOPLE is central in codification and personalization too (people to document, people to people). PEOPLE is an important central element in the organizational culture as well.

→ An example of a company that fits the clan culture is the Finnish con-Glomerate Nokia and also it fits:

→ Nokia develops KM strategy personalization (Tacit knowledge is the most important one)IT is part of its Knowledge Management strategy.ICT for KM (Culture of collaboration and information sharing )

(Gottschalk 2005)

(Greenberg, 2012)

REFERENCE

GOTTSCHALK, Petter. Strategic Knowledge Management Technology, 2005. 306pp.

GREENBERG, Jerald. Managing Behavior in Organizations, Sixth Edition, 2012.

THANK YOUFOR YOUR ATTENTION

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