Typical studies in knowledge management (KM) implementation put the role of corporate culture as the moderating variable. However, this study places corporate culture as the basis for determining the KM strategy and design, that is, culture is the core contributor to KM strategy and design and subsequently its implementation. It further suggests that KM strategy should be based on the defined current organisation culture and complemented with strategic levers, mechanisms or tools that encompass the people, process and technology aspects to elevate knowledge sharing activities until a time when these becomes naturally embedded into the culture of the organisation. Since the focus of this study is on the corporate culture analysis, it applies a practical approach by using a local conglomerate as the case study. Using the Competing Values Framework as the basis of corporate culture profiling, the study seeks to find out how distinct corporate culture profiles may have varying impacts on various KM processes.
|Keywords:||Knowledge Management, Corporate Culture, KM Strategy, KM Design, KM Implementation|
Associate Professor, Faculty of Management, Multimedia University, Cyberjaya, Selangor, Malaysia
Multimedia University, Cyberjaya, Selangor, Malaysia
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