Knowledge management and organizational culture: A social action perspective

The purpose of this study was to examine the relationship between knowledge management and organizational culture. The Organizational Learning Systems Model (OLSM) and the Competing Values Framework (CVF), the 2 models used in the study, are both consistent with Parsons's general theory of action, in particular his 4-function paradigm. This common theoretical foundation provided the conceptual links that enabled the research to operationalize the knowledge management and organizational culture constructs. Based on the OLSM, knowledge management was defined as consisting of 4 knowledge management processes, namely environmental scanning, knowledge creation, knowledge sharing, and organizational memory. The CVF allowed for organizational culture to be manifested through 4 dominant cultural types: the clan, the market, the adhocracy, and the hierarchy. These eight knowledge management and organizational culture variables were measured using a cross-sectional survey methodology.; The study was conducted at the team level of analysis. Data were collected from a purposive sample of 51 teams from 21 organizations in Senegal, with a total of 104 individuals. Hierarchical cluster analysis classified these teams into 3 different clusters with no dominant cultural type. These 3 clusters possessed strong, moderate, and weak comprehensive cultures, respectively. Analysis of variance indicated that these clusters were significantly different in terms of their knowledge management scores. Furthermore, the clusters with the strongest cultures obtained the highest knowledge management and performance scores. Unlike cultural strength, cultural congruence did not seem to be related to knowledge management scores. Within each of Parsons's 4 functional prerequisites, correlation analyses examining the relationship between knowledge management subscores and the associated cultural type suggested the existence of a significant relationship between these variables.; Overall, the findings of the present study allowed for cross-validating the OLSM and the CVF. They provide support for the use of such models, which integrate the tensions and contradictions inherent in organizations. Finally, these findings serve to draw implications for research, practice and theory.