In recent years, due to rapid changing environment, the focus of maintaining organizational competence has shift from innovation of products and technology to efficient management of knowledge. There are many factors which will influence the way an organization engage in knowledge management. The study is about if external factor of organizational external environment and internal factors including organizational culture and organizational strategy will influence the process of knowledge management. And the study is also about if these factors will have effect of organizational knowledge management strategies selection. In the part of external environment, the measurement is based on environmental heterogeneity and environmental hostility. The research result reveals that organizations with high environmental heterogeneity and high environmental hostility tend to adopt the organized market knowledge management governance structure and knowledge creation strategies of knowledge exploitation and knowledge exploration. In the part of organizational culture, the study is based on the organizational culture typology of Wallach¡]1983¡^. The research result reveals that innovation organizations tend to adopt the extended organized market and the firm knowledge management governance structure and knowledge creation strategies of knowledge exploitation and knowledge exploration. In the part of organizational strategy, the study is based on the organizational strategy typology of Miles & Snow¡]1978¡^. The research result reveals that prospector organizations tend to adopt the extended organized market and the firm knowledge management governance structure and knowledge creation strategy of knowledge exploration. The results can be reference of organizational knowledge management strategies selection.

Since 1996 ¡§the Knowledge-Based Economy¡¨ was published by Organization for Economic Co-operation and Development (OECD), knowledge is going to change the growth of global economy and becomes the important Factor of Production. With the development of the Internet and information technology, researchers have the opportunities to implement Knowledge Management. Knowledge Management Enablers are not brand new research issues. Many researchers have mentioned KM Enablers affect KM, but how KM Enablers affect KM processes hasn¡¦t been deeply discussed. In addition, KM has been developed so many years; we still can¡¦t evaluate performance of KM. There are many researchers develop performance indexes of Knowledge Management, but those indexes are not refined. This study attempts to develop an integrated model for KM Enablers, KM processes and organizational performance because KM Enablers affect organizational performance through knowledge processes. For the purpose of supplying a method for enterprises to realize the performance of KM through KMPI (Knowledge Management Performance Index) and feedbacks from performance, we attempt to understand the efforts of the strategies that have been executed, and decide the direction of the strategies is correct or not. This study uses questionnaire investigation. The samples are the employees who adopt and use knowledge management systems in the north and south of Taiwan. In the analysis, this study use multi regression and Partial Least Squares (PLS) to test all hypotheses. In tools, this study used SPSS12.0 for Windows and Visual PLS 1.04b1. Based on statistical analysis, we obtain the conclusions of this study as follows: we find that collaboration, trust, learning, innovation and expertise in organizational culture have positive impacts on Knowledge Circulation Processes (KCP). The formalization of organizational structure also has a positive impact on KCP. Additionally, KCP has a positive impact on task performance and contextual performance.

Differential framing occurs when individuals with different latent motives assign qualitatively different meanings to the same attributes or events in the environment (James&Mazerolle, 2002; James&McIntyre, 1996). The implications of this phenomenon for the explanation and prediction of behavior are substantial: In perfectly logical fashions, individuals in exactly the same situation have qualitatively different experiences. In this way, differential framing mediates the relationship between motives and the behaviors that comprise traits. This dissertation tested several propositions associated with this phenomenon, and the results tentatively suggest that individuals with contrasting motives form qualitatively distinct impressions of the same organizational cultures.

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This thesis investigates how an organizational change can lead to an increased share of women at top management positions. Based on interviews at Sandvik, an organization that has received extensive attention for its efforts to increase the share of female executives, the study aims to understand how an organizational culture is changed in a way that will lead to more women at top management positions. The study also aims to give an answer to how the change process is implemented and what kinds of changes in content that are needed. The empirical findings are analyzed using a theoretical framework based on change management literature and female leadership literature. The results of the study indicate that actions to increase gender diversity should be integrated in the overarching company strategy. There are further indications that it can be enough to have a personal conviction from a prominent leader within the organization to start the change process. Commitment and support from top management is thereafter vital. A final indication is that the changes in content should be aimed at changing the mindset of the employees throughout the organization.

When performing an organizational change, it is important to be aware of the culture within the company. The organization at Saab Aerosystems has a huge technical focus, which can of course be beneficial when awakening interest for a change. Another characteristic of Saab Aerosystems is that its employees are interested in being involved in change processes and have the ability to influence such changes. It is therefore important that the leader of a proposed change has a good relationship with the employees and excellent communication skills in order to both inform and listen to them. It is also important to create a commitment to change if a change project is to be successful. Within Saab Aerosystems this commitment can be created by engaging informal leaders within the project team. These employees often have a big influence on the organization as well as good knowledge of the technology and their departments’ operations. It is also important to give the organization’s members time to think through and accept a change. Without this time, resistance towards a change project can otherwise be created due to lack of understanding for the change. To create commitment to a change, the employees must also feel that they can manage the change and the situation that comes after the change. It is therefore important that the organization’s employees receive the necessary tools and education in order to give them confidence and motivation to carry out, and be a part of, the change project. A difficult aspect during a change project can be to anchor the change within the organization. At Saab Aerosystems, changes can be anchored by involving representatives from upper management in change projects. These persons must in their turn request work that has been achieved according to the results of the change and even more importantly ensure that the change is used even upon completion of the change project. Making these demands can motivate the line managers and other employees to work according to the change and prevent reverting to old work methods and models. Finally, it is important to measure the change project progress. Examples of measure variables that can be used are business cases, questionnaires and lessons learned. These general variables ought to be complemented by specific variables for the actual change.

Aim: Culture exists in every organization, whether you actively work with it or not. Old cultures often carry traditions and are hard to change. The purpose of this thesis is to describe Gävle Galvan from an organizational point of view and also to investigate the culture from a gender point of view. Method: The thesis is written with a qualitative and narrative approach. I have taken part in three person’s stories through interviews and thereby created picture of their everyday work on Gävle Galvan. It’s hard to describe a company’s culture and I have, with help from the stories and my own observations, tried to give an as balanced picture as possible. The interviews and my observations, together with organizational theoretical concepts, create my story of the company. Conclusions: This study is confirmed by Schein’s theory; it’s difficult to change old behaviours and traditions, what Schein calls assumptions. Gävle Galvan characterizes by its history and how it’s always been. What once was created has been well kept and led to an assumption. The culture has a couple of culture carrier who have been in the organization for many decades. These persons are often respected because they have a long experience of the profession and they will not accept new co-workers that don’t share their norms and values. The forced habits make it hard for Gävle Galvan to adjust their activities in terms of equality between the sexes. Traditions contribute to generalize the female sex and the profit of having both women and men in an organization doesn’t come thru. / Syfte: Kultur är något som finns i organisationer, oavsett om ett aktivt kulturarbete sker eller inte. Äldre kulturer bär ofta med sig traditioner och har en djupt rotad kultur som är svår att förändra. Syftet med uppsatsen är att beskriva Gävle Galvan ur organisationsteoretiska begrepp samt se på organisationen och dess kultur ur ett genusperspektiv. Metod: Uppsatsen är skriven ur en kvalitativ, berättande ansats. Jag har tagit del av tre personers berättelser genom att ställa intervjufrågor och därmed fått en bild av deras vardag på Gävle Galvan. Det är svårt att beskriva ett företags kultur och jag har med hjälp av dessa tre personer och mina egna iakttagelser på plats försökt få en nyanserad bild av Gävle Galvan. Intervjuberättelserna och iakttagelser blir med hjälp organisationsteoretiska begrepp min berättelse om företaget. Slutsats: Studien bekräftas av Scheins teori, det är svårt att ändra djupt rotade beteende och traditioner alltså det Schein kallar antaganden. Gävle Galvan präglas av dess historia och hur det alltid har varit. Det som en gång skapats har vårdats och sjunkit in till förgivet-tagna-antagande. Kulturen har några kulturbärare som arbetat i organisationen i många decennier, dessa personer är ofta respekterade eftersom de har lång erfarenhet av yrket och stöter bort människor som inte delar samma normer och värderingar. Dessa vana mönster gör de även svårt för Gävle Galvan att anpassa verksamheten ur ett jämställt perspektiv. Traditionerna bidrar till en generalisering av kvinnor och vinsterna med en jämställd arbetsplats lyfts inte fram.

Studies in area of organizational culture have great importance in objective assessment and improvement of cultural attitudes of members of organizations. On purpose to gain wanted performance outcomes, it is necessary to explore cultural values of members of organization, choose best organizational culture model and to follow it improving performance of an organization. Aim of the study - to identify cultural characteristics of nurses of the Hospital of Kaunas University of Medicine and dependency of these characteristics on demographic factors as well as to apply the best model of organizational culture. Goals: to give concept of organizational culture; to survey cultural characteristics of nurses in departments of Nephrology, Pulmonology, Cardiology diagnostic and the operating-room of Cardio-surgery department of the Hospital of Kaunas University of Medicine and dependency of these characteristics on demographic factors as well as to apply the best model of organizational culture; to apply the best model of organizational culture based on revealed cultural characteristics. Research methodology. Survey has been carried out in four departments (departments of Nephrology, Pulmonology, Cardiology diagnostic and the operating-room of Cardio-surgery department) of the Hospital of Kaunas University of Medicine. The questionnaire of the Dutch scientist Hofstede, modified and adapted for Lithuania, has been used for the survey. Adapted by P. Jucevičienė, Prof., V. Chreptavičienė... [to full text]

Organizacinė kultūra yra esminių vertybių sistema, kuria vadovaujasi organizacija ir kuri yra pripažįstama organizacijos narių, įtakoja jų elgesį ir yra palaikoma organizacijos istorijų, mitų bei pasireiškia per tradicijas, ceremonijas, ritualus ir simbolius. Magistriniame darbe, remiantis užsienio ir lietuvių autorių moksline literatūra, išanalizuota organizacinės kultūros samprata (1.1. poskyris), bendrieji organizacinės kultūros aspektai (1.2. poskyris), mokslininkų pateikiamų tipų bei modelių įvairovė (1.3. poskyris), organizacinės kultūros formavimo bei kaitos problematika (1.4. poskyris). Remiantis darbe pateikta organizacinės kultūros tyrimo metodologija (2 skyrius) atliktas Vadybos Mokymo Centro organizacinės kultūros tyrimas (3 skyrius). Naudojant anketas, apklausta 16 respondentų. Remiantis surinkta medžiaga ir duomenų analize, buvo padarytos tam tikros išvados. Apibendrinus daugelį organizacijos funkcionavimo aspektų, išanalizavus daugelio autorių publikacijas, galima konstatuoti, kad kultūros susidarymas yra dualistinis procesas: ji formuojasi savaime, objektyviai veikiant išoriniams ir vidiniams veiksniams, antra vertus, gali būti formuojama, keičiama dirbtinai, organizacijos darbuotojams, ir ypač vadovams, realizuojant atitinkamas priemones. Įvertinus įvairių autorių rekomendacijas, organizacinę kultūrą reikia tirti tradiciniais kiekybiniais ir netradiciniais kokybiniais metodais. Parengta organizacinės kultūros tyrimo metodika susidėjo iš įmonės darbuotojų... [to full text] / An organizational culture is the mainpoint of value system followed by organization and a acknowledged by members of it, which influence their behaviour and which is supported by organization history, myths and also based on its tradicions, ceremonies, rituals and symbols. According to the reliable scientific literature of lithuanian and foreighn authors the analysies of organizational culture (section 1.1), common aspects of organizational culture (section 1.2), the varity of types and models stated by scientists (section 1.3), the forming of organizational culture and its problematical changes (section 1.4) are analysed in the master‘s final work. On the substantiate of reserch of organizational culture methodology (chapter 2) is completed the examination of organizational culture in Management Studies Centre (chapter 3). In the help of questionnaires there were asked 16 persond. According to the received material and data analysis there were completed some conclusions. Summarizing up the aspects of functions of organization, and according to the analysis of authors publications, it can be stated that formation of culture is dualistic process: it is formed itself, it acts in the influence of internal and external factors and can be formed, changed artificially by organization members and especially leaders realising corresponding means. By evaluating the recommendations of different authors, organizational culture and nontraditional qualitative methods. The completed... [to full text]

A framework for a strategy fit with national and organizational culture holds several implications for multinational business managers. First, culture is a critical variable in the strategy process and it should be explicitly examined as a part of the process. Second, culture might encourage and support organizationally a particular business level strategy and may affect marketing practices. This approach views transactional and relational practices as part of a continuum. This study has examined over 250 firms in the United States and the Cote d’Ivoire on the dimensions of their organizational culture, national culture and contemporary marketing practices. In essence, this is a test of the convergence theory versus cultural specificity debate. The study first establishes a model in the US of the relationship between organizational culture and contemporary marketing practices and then tests it in Cote d’Ivoire. Lisrel is used to examine the goodness of the fit of the model. Results indicate that differences in national cultures call for differences in marketing practices since the US model does not fit in Cote d’Ivoire. The differences between the two models and implications for a new Ivorian model are discussed.