Thesis (MPhil (Information Science))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT:
The thesis studies the relationship between knowledge creation and organisational culture. To
do that the relations between Nonaka's enabling conditions and the four organisational culture
types according to the competing value framework of Cameron and Quinn were tested in two
organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s
model of knowledge conversion, most seem to agree with their argument about the requisite
enabling conditions for knowledge creation. It is argued that these enabling conditions are
shaped by the organisational culture and therefore this relation is of some importance.
The empirical research was based on two part questionnaire. The first part of the
questionnaire concerned the knowledge creation enablers. The indicators for this part of the
instrument had to be developed from the knowledge creation literature. The second part of
the questionnaire was based on the validated Cameron and Quinn organisational culture
assessment instrument. Since Nonaka recommends a middle-up-down approach for managing
knowledge creation in organisations, the questionnaire was directed at the middle
management of the selected organisations. 140 questionnaires were sent out and two
organisations had adequate responses for statistical data analysis.
The results showed that one organisation has a strong market culture. This organisation
displayed requisite variety, creative chaos and autonomy as enablers for knowledge creation.
The market culture is an organisation’s response to an environment filled with complexities
of the brand market which requires the presence of requisite variety and creative chaos. The
organisation uses autonomous work teams, hence the prominence of autonomy. The second
organisation competes in the business solutions market. Here, the dominant culture type was
that of a clan and the organisation was strong in most knowledge creation enablers except
redundancy and ba. The dominance in clan culture is in line with a medium size company
that is competing in the big league of providers of business solutions and the organisation
believes that its success is in providing unique business solutions thanks to teamwork and
working like family.
It is concluded that for an organization to be competitive requires one dominant appropriate
culture and not necessarily all knowledge creating enablers. / AFRIKAANSE OPSOMMING:
Die tesis ondersoek die verband tussen kennisskepping en organisasie kultuur. Dit word
gedoen deur die relasie tussen Nonaka se omgewingsomstandighede vir kennisskepping en
die vier organisatoriese kultuurtipes van Cameron en Quinn in twee organisasies te meet.
Terwyl baie skrywers krities is oor die besonderhede van Nonaka en Takeuchi se model van
kennisskepping, is die meeste met hulle eens oor die omgewingsomstandighede wat
kennisskepping in staat stel. Daar word geargumenteer dat hierdie omgewingsomstandighede
hoofsaaklik deur die organisasie kultuur beïnvloed word en daarom is hierdie verband
belangrik.
Die empiriese navorsing is gebaseer op ‘n tweeledige vraelys. Die eerste deel handel oor die
omgewingsomstandighede en die indikatore hiervoor is uit die teorie ontwikkel. Die tweede
deel van die vraelys is gebaseer op ‘n reeds gevalideerde instrument van Cameron en Quinn
wat organisatoriese kultuurtipes probeer vasstel. Omdat Nonaka klem lê op die sentrale rol
van middelbestuur in organisatoriese kennisskepping, is die vraelyste op middelbestuurders
in geselekteerde organisasies gemik. 140 vraelyste is uitgestuur en twee organisasies het
genoeg response gehad vir statistiese verwerking.
Die resultate toon dat een organisasie ‘n sterk markkultuur het. Hierdie organisasie vertoon
vereiste verskeidenheid, kreatiewe chaos en outonomie as omgewingsomstandighede wat
kennisskepping sou instaat stel. Die markkultuur is ‘n organisasie se respons op ‘n omgewing
gevul met kompleksiteit en dit vereis verskeidenheid. Die organisasie gebruik ook outonome
werkspanne en daarom meet outonomie ook hoog. Die tweede organisasie kompeteer in die
besigheidskonsultasiemark. Hier was die dominante kultuurtipe dié van klan. Die organisasie
het hoog gemeet in al die omgewingsomstandighede behalwe oortolligheid en ba. Die
dominansie van klan-tipe kultuur strook met ‘n mediumgrootte maatskappy wat unieke
oplossings moet bied gebaseer op spanwerk in kompetisie met groter konsultasie
maatskappye.
Die gevolgtrekking is dat ‘n dominante kultuurtipe ‘n voordeel is vir ‘n organisasie om te kan
kompeteer, eerder as die teenwoordigheid van al die omgewingsomstandighede vir
kennisskepping.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/4045 |
| Date | 03 1900 |
| Creators | Khanyile, Dumisani |
| Contributors | Maasdorp, C. H., University of Stellenbosch. Faculty of Arts and Social Sciences. Dept. of Information Science. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Stellenbosch |
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