Abstract:
Knowledge is a strategic asset and organizations that have operational knowledge
management (KM) systems, possess competitive advantage over their rivals. However,
harnessing tacit knowledge and converting it to a form that is accessible and usable by
all, is a great challenge. Tacit knowledge sharing is dependent on the will of the employee
to share knowledge and the purpose of this research is to investigate the role played by
culture in either hindering or enabling knowledge sharing. Using a single case study of
an international multilateral organization, this research study investigated the effect that
organizational culture has on KM. Data was collected through a questionnaire that had a
combination of guided and open-ended questions. More than two-thirds of the employees
of the case study organization participated in the research study. Data analysis was done
in two ways. First, numerical data were analyzed using tallies and percentages for easier
interpretation. Secondly, narrative analysis was used to analyze data from open-ended
questions. It was established that some traits of organizational culture such as
bureaucracy, being process oriented and being risk-averse hindered knowledge sharing
in KM. Descriptors such as welcoming, transparent and teamwork were aspects that
positively impacted KM. By understanding the impact of culture on knowledge sharing
in KM, organizations may address potential barriers to KM and optimize the value of
their KM effort.
