Organizational Culture and Knowledge Management

This paper proposes the integration of The Competing Values Framework (Quinn 1984; 1988) with Nonaka and Takeuchi's (1995) knowledge creation and conversion model. Conceptual parallels between the two models are identified and the interaction effects among dimensions are analysed. The resulting Organizational Knowledge Management Model should further understanding of the social and organizational cultural processes that drive knowledge creation and underpin organizational effectiveness. Implications for theory and practice, as well as directions for future research, are presented.

• Type: Journal
• Year: 2002
• Where: JIKM
• Authors: Thou Tin Lim
• Keywords: JIKM 2002, Organizational Cultural Processes, Organizational Knowledge Management, Values Framework