The impact of organizational culture on knowledge creation processes

Abstract

Evidence in research literature showed that models and typologies have been developed to interpret the characteristics of organizational culture. However, there is a lack of theoretical support for impact from organizational culture profiles to knowledge transfer and creation process.

The primary objective of this dissertation is to discover the relationship between organizational culture and knowledge creation theory, and furthermore to testify the influence from organizational cultures to knowledge creation processes. The theory part of the study attempts to integrate SECI model with The Competing Value Framework. Based on the integrated model, Clan culture, Adhocracy culture, Market culture, Hierarchy culture were discussed as the main variables to impact Socialization, Externalization, Internalization, Combination processes.

The qualitative approach was adopted to conduct the empirical research. Four companies are selected to represent four organizational cultures based on organizational life stages. This study implied that different types of organizational culture indeed provide appropriate background for certain ‘ba’ contexts then facilitate knowledge creation processes. However, there is slight relationship between market culture and combination process. Organizational structure is another important element. Different type of culture requires certain organizational structure to adapt their features. Hyper-context structure integrated bureaucratic efficiency and standardization and task force flexibility and dynamism. In addition, leadership behavior plays the key role in creating and maintain ‘ba’ context.