The Impact of Organisational Culture on Knowledge Management by Marina Du Plessis

By Marina Du Plessis

Aimed toward wisdom administration execs and scholars within the box of information administration and data technology, this publication highlights concerns in organisational cultures which can influence the implementation of information administration. Organisational tradition has an incredibly excessive effect on wisdom administration, yet is particularly tricky to spot and to deal with. The publication exhibits how humans, tradition, expertise, technique, management, operational administration, technique and organisational constitution concerns all affect the implementation of information administration in an organization. The ebook additionally offers a version to spot and deal with components within the service provider that effect wisdom administration, that is effortless and useful to use, to permit winning wisdom administration programmes.

  • Addresses a distinct subject within the box of data management
  • Draws at the sensible event of the writer who has applied wisdom administration within the united states, Europe and Africa
  • Provides genuine matters and difficulties which were encountered in companies around the globe

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Decentralisation vs. a hybrid model. It is sometimes only through practical implementation and trial and error that the optimal solution for the organisation can be identified. Once again it is clear that there is no real blueprint for the implementation of knowledge management, because it is dependent on the culture of the organisation itself (see Figure 5). Absence of defined roles, leadership and ownership can lead to no leadership at all The absence of defined roles, leadership and ownership of business programmes in an organisation can lead to an absence of leadership.

It also allows the knowledge management team to reflect back on their business case at the end of the year to see if they have achieved the goals they set out to. A limited understanding exists of the end to end value chain of knowledge management In most organisations that have implemented knowledge management, a limited understanding exists of the end to end value chain of knowledge management. Organisations do not 56 Business areas impacting on knowledge management culture seem to grasp that, as they have a business process value chain, they also have a knowledge management process value chain.

The organisational culture can see people meeting and talking as ‘wasting time’, and not as a value-adding knowledge management activity. It is, however, often the start of a cycle of innovative thinking where great ideas are born and should therefore be encouraged. Some organisations do encourage such face to face contact by creating spaces in the work environment where people can meet informally during the working day to share knowledge, such as coffee areas and chill-out (relaxation) rooms. These facilities facilitate and foster discussions about work and other subjects and are found useful by employees to share knowledge informally in a tacit format, without any formalisation.

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