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Diagnosing cultural barriers to knowledge management. Export

by: David W. De Long, Liam Fahey
Academy of Management Executive, Vol. 14, No. 4. (2000)

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-- 0_culture 0_knowledge_management 0_problems 0_trust aspects capital corporate corporations culture factors intellectual interaction job knowledge management performance personnel planning research social sociocultural sociological strategic workers

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Organizational culture is increasingly recognized as a major barrier to leveraging intellectual assets. This article identifies four ways in which culture influences the behaviors central to knowledge creation, sharing, and use. First, culture--and particularly subcultures--shape assumptions about what knowledge is and which knowledge is worth managing. Second, culture defines the relationships between individual and organizational knowledge, determining who is expected to control specific knowledge, as well as who must share it and who can hoard it. Third, culture creates the context for social interaction that determines how knowledge will be used in particular situations. Fourth, culture shapes the processes by which new knowledge--with its accompanying uncertainties--is created, legitimated, and distributed in organizations. These four perspectives suggest specific actions managers can take to assess the different aspects of culture most likely to influence knowledge-related behav


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