Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types

[摘要] ENGLISH ABSTRACT:The thesis studies the relationship between knowledge creation and organisational culture. Todo that the relations between Nonaka's enabling conditions and the four organisational culturetypes according to the competing value framework of Cameron and Quinn were tested in twoorganisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi'smodel of knowledge conversion, most seem to agree with their argument about the requisiteenabling conditions for knowledge creation. It is argued that these enabling conditions areshaped 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 thequestionnaire concerned the knowledge creation enablers. The indicators for this part of theinstrument had to be developed from the knowledge creation literature. The second part ofthe questionnaire was based on the validated Cameron and Quinn organisational cultureassessment instrument. Since Nonaka recommends a middle-up-down approach for managingknowledge creation in organisations, the questionnaire was directed at the middlemanagement of the selected organisations. 140 questionnaires were sent out and twoorganisations had adequate responses for statistical data analysis.The results showed that one organisation has a strong market culture. This organisationdisplayed requisite variety, creative chaos and autonomy as enablers for knowledge creation.The market culture is an organisation's response to an environment filled with complexitiesof the brand market which requires the presence of requisite variety and creative chaos. Theorganisation uses autonomous work teams, hence the prominence of autonomy. The secondorganisation competes in the business solutions market. Here, the dominant culture type wasthat of a clan and the organisation was strong in most knowledge creation enablers exceptredundancy and ba. The dominance in clan culture is in line with a medium size companythat is competing in the big league of providers of business solutions and the organisationbelieves that its success is in providing unique business solutions thanks to teamwork andworking like family.It is concluded that for an organization to be competitive requires one dominant appropriateculture and not necessarily all knowledge creating enablers.

[发布机构] Stellenbosch University