Abstract Intangible resources are the sources of competitive advantage in the knowledge economy. Knowledge management (KM) is popular within the businesses. With increasing investment in KM projects, companies are looking forward to find better ways to obtain the competitive advantage. KM literature also highlights the fact that the achievement of sustained competitive advantage depends on its knowledge-based resources. Even though many people believe that technology is the main driving force of transformation. In fact, technology merely brings superficial change or allows people to perform routine jobs fasters. In this sense, the objective of research on knowledge management should not overlook the fact that an enterprise is operated by many official and unofficial units, which are formed by people. The discussion on knowledge management should be focused on people as the subject. This thesis restudy Nonaka¡¦s SECI model of knowledge creation and its constraints, we revisit the fundamental points of tacit knowledge in the model and provide a critical review on the role for business organization. First, in the discussion of knowledge creation, this study argues that the capabilitie of knowledge creating is the most important source for firms to get competitive advantage. Based on the literature on KM, we thought the competitive advantages come from continue improvement in business, and the ideas of improve are from Km of both organization and individual. So, the total KM is complete explain for getting competitive advantage than only knowledge creation. Secondly, we review the situation of the SECI model fit the business current KM project, and develop a framework to assess the relationship of KM activities between organization and individual. Focuses on verifying the relationship between the organization and individual knowledge management. The framework uses a set of key KM activities by IPO model as lead indicators within KM flow. To prevent the discussion of ¡§knowledge¡¨ limited to ¡§technology¡¨, this study is based on the objective and subjective opinions to discuss the shift context of the tacit and explicit knowledge. The formation of the knowledge cycle based on this context, the generation, transformation and shift of knowledge from the knowledge cycle. The organizational KM activities include acquiring, re-engineering and extending. The personal KM activities include creating, application and sharing. The results show that organizational knowledge management has positive correlation with individual knowledge management, but the knowledge type and focus of the knowledge management differ. Therefore, the key of successful knowledge transformation is to keep the individual and organizational goal consistent. The organizational and individual knowledge management should both focus on improving the work. The scenario interference results show that employees¡¦ perception of organizational culture has significant interference effect on work performance due to knowledge management. During the knowledge management promotion process, the organizational culture perception is reflected on the mental perception and behaviors of the employees, thus, the context performance and task performance. As verified by research hypotheses, higher ¡§perception of innovative culture¡¨ leads to more obvious interference to ¡§individual creation and sharing of knowledge¡¨ and ¡§task and context performance¡¨. Higher ¡§perception of supportive culture¡¨ leads to more obvious interference to ¡§individual utilization and sharing of knowledge¡¨ and ¡§task and context performance¡¨. On the other hand, though the direct effects of ¡§growth need strength¡¨ on ¡§Job performance¡¨ has been supported, it shows that its reciprocal interaction with ¡§individual creation and sharing of knowledge¡¨ has no effect on ¡§task and context performance¡¨.

The study explores how organization upward political behavior affect organizational culture. Jim min Lee¡¦s(2006) Organizational Upward Influence Behavior Scale is tested. Through factor analysis, there are five dimensions¡GRational Persuasion, Upward appeal, image management, Ingratiating, Pressure. In organizational culture scale, Wallach¡¦s(1983) twenty one items scale is tested. First, examine the relationship between the five-dimension organization upward political behavior and samples¡¦ basic data via one-way ANOVA. Second, examine the relationship between the five-dimension organization upward political behavior and generations at work. Third, examine the relationship between the five-dimension organization upward political behavior and manager or non-manager level. Finally, examine the relationship between the five-dimension organization upward political behavior and the three-dimension organization culture via one-way ANOVA. The result shows that samples basic data have effects on organizational upward influence behavior. Besides, X generation has effects on rational persuasion, image management, and pressure. The managers have effects more than non-managers. Finally, innovative culture has effects on rational persuasion, image management, and ingratiating.

News media organization vacillates and hesitates among high competition, commercialization and social public tools in the capital circumstance in Taiwan. The organization culture of the media, the executives¡¦ leadership style often influence yard stick and direction that the news edits and interviews virtually. It also influence organization members¡¦ job satisfaction, even about value judgment of the people. its influence is enormous. Therefore, besides pursuing profits, how media executives adjust the existing organization culture structure, to lead the reporters to reach tactics and the goal that the organization set up and to improve newspapermen¡¦s job satisfaction, become media executives¡¦ important topics. Media executives must think deeply about the important subject. This thesis regards newspapermen as study subjects through questionnaire investigation to collect relevant materials. Three researches such as exchangeable leadership, organization culture and job satisfaction carrying on the research of dependence, that the executives are using to probe into the newspapermen of Kaohsiung area relationship between exchangeable leadership and organization culture, and how to influence the reporters' job satisfaction. The results of study show: 1. In demography variable items, including sexes, service ages and monthly pay in job satisfaction, reach significant standards. 2. The transformational leadership has positive influences on job satisfaction and reaching significant effect. The transformational leadership has positive influences on innovative culture and supporting culture and reaching significant effecy. The innovative culture or supporting culture have positive influences on job satisfaction and reach significant standards. 3. Interfered by innovative culture or the supporting culture, transformational leadership will strengthen positive influence on job satisfaction, and reaching significant effect. Under interfered by for hierarchy culture, exchangeable culture is not obviously influenc on job satisfaction.

Thesis (Ph.D.) -- University of Western Sydney, 2007. / A thesis submitted to the University of Western Sydney, College of Business, School of Marketing, in partial fulfilment of requirements for the degree of Doctor of Philosophy. Includes bibliographical references.

Atualmente metade da população mundial habita cidades que ocupam cerca de 2% da superfície terrestre. Apesar de uma ocupação territorial baixa, três quartos dos recursos naturais são destinados ao s e u sustento. A entropia dessas cidades é responsável pela geração desordenada de resíduos e ocupação de áreas ambientais para a construção de moradias. As indústrias são responsáveis por abastecer essas sociedades urbanas com bens de consumo e para isso, retiram cada vez mais recursos da natureza. Sendo assim, se faz necessário repensar suas estratégias de gestão, à luz da cultura organizacional, para que se possa manter o crescimento econômico e, através de práticas e ações ambientais, garantir a sustentabilidade do planeta. O objetivo deste estudo é verificar o grau de percepção que os colaboradores de empresas da cadeia têxtil e vestuário possuem das características culturais organizacionais praticadas por essas empresas, no desenvolvimento de ações relacionadas à economia verde. Foram estudadas duas empresas ( e ) da indústria do vestuário, sendo que a cada uma foi aplicado um questionário de perguntas fechadas e repostas escalonadas. Os dados coletados foram compilados e alimentaram a matriz de análise cultural, permitindo identificar o grau de percepção dos colaboradores em relação às características culturais das empresas referidas. Os resultados mostram a viabilidade de aplicação da matriz no auxílio às empresas, para elaboração de estratégias de fortalecimento de sua cultura organizacional. / Actually, half of the world\'s population lives in the cities that occupy about 2% of the earth\'s surface. Despite the low territorial occupation, three quarters of natural resources are been used to supply the cities. The entropy of these cities is responsible for waste and disorderly occupation and environmental areas for houses construction. The industry is responsible for supply the urban societies with consumer goods and in order to reach i t , remove more and more resources from nature. Therefore, it is necessary to rethink their management strategies in the light of c ul t ur e organizational, so that we can maintain economic growth, and through practices and environmental actions to ensure the sustainability of the planet. The objective of this study is to assess the degree of awareness of employees of companies in the textile chain and culture organizational characteristics clothing practiced by these companies in the development of actions directed to the practice of green economy. Were studied two clothing industries (\"\" and \"\") and was applied a questionnaire with closed questions and staggered repplies,in order to collect data. Data were compiled and fed a cultural analysis matrix and was identified the degree of cultural awareness of employees regarding the characteristics of the companies mentioned above. Results showed the matrix application feasibility in assistance to companies in order to development of strategies to strengthen of their organizational cultures.

Change management is an increasingly prominent and complicated topic. In the postmodern digitized society, Sweden is believed to be at the forefront, yet in Swedish radio, information experts claim that the country is far from able to manage a crisis. Experts elaborate that in a disaster where large populations must be evacuated between municipal borders, there will be complications for essential care as medical records will be locked in different systems across these borders. The digitalization authority DIGG was for this reason founded in 2018 to facilitate the development of public service, building blocks, and ensuring public service is accessible to everyone in Sweden. DIGG further assists, develops, and encourages certain merges of processes that would prepare Sweden for such crises experts warn. This paper is a qualitative case study to examine obstacles change managers in digitized postmodern society encounter while leading modern autonomous organizations to the fragmented, heterogeneous postmodern era. To explore this subject, a case study at DIGG was conducted as they act as the change agent for Swedish authorities to implement digitized solutions. The theoretical framework is built on the history and shift from modernity to postmodernity, and additionally, how change management has changed collectively with digitalization. The data was further generated through semi-structured interviews with change managers at DIGG who work closely with this task. Change managers at DIGG in the fragmented postmodern society face challenges due to the demand for customized solutions and limited flexibility from other authorities. Rigid bureaucratic structures persist, but Swedish authorities are adopting a postmodern adaptation to enhance flexibility. There is a growing emphasis on customer orientation and the development of inclusive solutions. unique approaches are needed for each change adaptation, highlighting the need for the public sector to become more individualized, customer-oriented and align with evolving needs.

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Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry, interview and documents content analysis were used to determine the present state of organization culture in Shell Czech Republic, icn. company. The target was to design necessary steps which should provide areas of organizational culture.

自1992年Kaplan與Norton開始提倡平衡計分卡（Balanced scorecard, BSC）以來，學術與實務上對於平衡計分卡之重視與日俱增，其主要功能從解決績效衡量問題轉變成執行策略之最佳工具；時至今日，平衡計分卡已成為一套協助組織溝統與整合、著重策略管理與執行的系統。平衡計分卡制度的創新，使其成為學術界積極探討的議題。然綜觀國內外相關文獻後，本研究發現有關平衡計分卡之溝通系統與組織文化變革間之關係僅止於觀念性的敘述與推導，故本研究欲採行質性與實證兩種方式，雙管齊下地探討平衡計分卡之策略溝通功能對於組織文化之影響。 本研究以國內一推行平衡計分卡之特用化學公司為研究對象，在初步了解個案公司實行平衡計分卡之情況後，即對個案公司成員進行問卷施測；並於2007年1月間，前往個案公司位於中國上海與東莞地區之事業處進行實地訪談與觀察，以深入了解個案公司利用平衡計分卡溝通策略之情形，對於員工之策略認知與平衡計分卡主要內容認知之影響，以及推行平衡計分卡後，組織文化轉變之實況，藉以豐富國內相關研究，並作為個案公司及後續企業推行平衡計分卡時之參考與評估依據。 / More and more people have placed importance on the balanced scorecard（BSC） academically and practically since Kaplan and Norton advocated it in 1992. The major function of BSC changed from the answer of performance measurement before to the tool of strategic implement now. At present, BSC has been a system that combine communication and integration of an organization and management and implement of organization’s strategy. Since previous researches on communication system, organization culture, and their relationship about BSC emphasize only the construction and concept, this study adopted qualitative and quantitative researches simultaneously to investigate the effect between the strategy communication device of BSC and the organization culture. This study conducts a chemical company for case study. The study use the method of qualitative, such as observation and interview to understand the implement process of BSC. Also, the study use questionnaires to investigate whether the employees understand the strategy according to BSC, and the comprehension on BSC how to affect the change of organization culture. The results of this study may be considered by the companies adopting or preparing adopting BSC.

Šio darbo tikslas pateikti rekomendacijas, kaip didinti atitikimą tarp vadovavimo stiliaus ir organizacijos kultūros. Taip pat nustatyti koks vadovavimo stilius priimtinas organizacijos darbuotojams, kokia organizacijos kultūra dominuoja bei kokios kultūros darbuotojai norėtų. / The aim to give recommendations how to manage the alignment between the leadership style and organization culture. Also to investigate what kind of leadership style employees would like to follow in their organization as well as to learn about the existing organization culture and about the kind of organization culture preferred by the employees.