Many organizations put knowledge management (KM) systems into place but fail to use these systems effectively. A common mistake is to ignore common elements that contribute to the success of knowledge sharing, such as organizational culture. Another reason is that organizations do not pay attention to one of the main component of KM which is knowledge sharing. Thus, the objective of this conceptual paper is to explore the impact of organizational culture on knowledge sharing behavior. This paper examines several different cultural dimensions that were initially introduced by Geert Hofstede's et al., (1990). Years later, in 2010, Hofstede collaborated with an economist--Bob Waisfisz to further explore organizational cultural dimensions in which we find the dimensions can offer theoretical insights to knowledge sharing behaviors among employees in organizations. Each of these dimensional dichotomies has the potential to affect knowledge sharing and KM in different organizational environments. This paper uses the literature review to suggest the organizational cultures that best facilitate knowledge sharing.
|Keywords:||Knowledge Sharing, Knowledge Management, Organizational Culture, Knowledge sharing Enablers, Cultural Dimensions, Information Technology, Professional Vs. Local Culture, Employee Oriented Vs. Work Oriented Culture, Open System Vs. Closed System Culture, Means Oriented Vs. Goals Oriented Culture, Externally Driven Vs. Internally Driven Culture, Easy Going Work Discipline Vs. Strict Work Discipline Culture|
Assistant Manager Knowledge Management, Knowledge Management, Dubai Water and Electricity Authority, Dubai, United Arab Emirates
Senior Lecturer, School of International Studies at the College of Law, Government, and International Studies, Universiti Utara Malaysia, Malaysia