The previous research has illustrated that knowledge management (KM) is an important source of a competitive advantage, and there is a relationship between organizational culture and knowledge management. This dissertation extends the concept from knowledge management to knowledge business (k-business), and explores the relationship between organizational culture and KM strategies. This research intends to determine: Can k-business transform an organization? What are the antecedents that affect the choice of codification and personalization strategies?
A survey containing four instruments was used: Cameron & Quinn's (1999) OCAI, Lawson's (2002) KMAI, Choi & Lee (2003)'s Knowledge Management Strategy Instrument, and Skyrme's (2001) K-Business Readiness Instrument. The survey link was forwarded to the companies who have been acknowledged for their knowledge management achievement by KMWorld; a total of 193 complete responses were analyzed.
The results revealed that k-business can create a competitive advantage for organizations; different culture types can be the antecedent of different types of KM strategy. Clan culture is positively related to personalization strategy; significant association exists between hierarchy culture and codification strategy; and there is a significant correlation between adhocracy culture and personalization strategy. Market culture does not significantly affect knowledge management strategies.
| Identifer | oai:union.ndltd.org:nova.edu/oai:nsuworks.nova.edu:hsbe_etd-1119 |
| Date | 13 October 2009 |
| Creators | Xie, Yan |
| Publisher | NSUWorks |
| Source Sets | Nova Southeastern University |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | HCBE Theses and Dissertations |
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