This is a summary of Knowledge management and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledge management takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledge management in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented. Subsequently, the author acknowledges that many researches supported the theory that a successful knowledge management process is very essential to an organization. For instance, Davenport and Prusak stated that knowledge management is also implanted in organization values like routine (p.5) while Malhotra (1997) implied that what is really matter in an organization is what is in the people head, their knowledge. These are two reasons that trigger the author to do his own research to create the linkage between organization value and knowledge creation process. He wants to create a framework that can be used in a different type of organization to optimize the knowledge creation process.
Knowledge management and organizational culture: a theoretical integrative framework is a journal that is aiming to create a linkage between the knowledge creation process and organization culture. Both of them are represented by SECI process and competing value framework, respectively. The author feels that even though there are many researches for this topic but none of them have a practical approach to an organization. The previous journals mainly focused on the effects of the organization culture to the knowledge management process. There are few researches about the linkage. However, they only cover several aspects of the organizational culture and its knowledge management. The author of this journal wants to create a clear and systematical framework that can portray the linkage between the knowledge management process and organizational values blatantly, so it can be used by the organization leaders. In order to achieve that, the author digs two elements of SECI process deeply, the “ba” and the knowledge assets, then modified the competing value framework with ethical and trusting dimension. He divides this research into six sections; the first two are about the explanation of what knowledge management process and organization culture are, then the linkage between them, the practical approaches, limitation of the research and finally the conclusion.
To create the linkage, the author breaks down the knowledge creation process and organizational values then connect the similar characteristics in them. For this journal, the author uses one of the most famous knowledge creation processes, the SECI -Socialization, Externalization, Combination and Internalization-process. However, before further explanation the author wants to make a point that the knowledge creation process is the only way to create knowledge and SECI is only the tool for it. In this journal, the author explains the SECI process thoroughly. First, he explains that SECI process itself is divided...
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