the impact of organizational culture on the use of ict for knowledge management
TRANSCRIPT
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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
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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
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LITERATUREREVIEW
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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
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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
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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
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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
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INVESTIGATION PROBLEM
METHOD & MEASURESUSED
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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
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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
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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
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MEASURES 2
SURVEY
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RESULTS
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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
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CONCLUSIONSLIMITATIONSFUTURE PROJECTS
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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
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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.
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PERSONALCONTRIBUTION
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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)
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REFERENCE
GOTTSCHALK, Petter. Strategic Knowledge Management Technology, 2005. 306pp.
GREENBERG, Jerald. Managing Behavior in Organizations, Sixth Edition, 2012.
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THANK YOUFOR YOUR ATTENTION
ANY QUESTIONSOR DOUBTS?