| This study sought to investigate the joint impact of organizational culture, structure, and strategy on knowledge management effectiveness, and the influence of knowledge management effectiveness on organizational effectiveness, together with organizational culture, structure, and strategy. Based on existing literature, ten hypotheses and a conceptual model were developed regarding the interrelationships of the five constructs: organizational culture, structure, strategy, knowledge management effectiveness, and organizational effectiveness.; A survey was conducted to collect data on participants' perceptions of their organizations' culture, structure, strategy, knowledge management effectiveness, and organizational effectiveness. Responses from 384 HR professionals were received, representing 301 organizations in the Minneapolis-St. Paul Twin Cities' area. Structural equation modeling was conducted to test the hypothesized relationships in the study.; The results suggested that organizational culture, structure, and strategy jointly impacted knowledge management effectiveness. Organizational culture had the largest positive impact on knowledge management effectiveness, followed by a small impact of organizational strategy, and a marginally positive impact of organizational structure. Knowledge management effectiveness, together with organizational culture, structure, and strategy, moderately impacted organizational effectiveness.; This study provided practical implications for HRD professionals in linking learning and knowledge to performance, focusing on organizational culture in knowledge management efforts, and addressing organizational cultural, structural, and strategic issues holistically. It also suggested future studies in areas of measurement improvement and exploring further research questions. |
