Towards a foundational KM theory: a culture-based perspective

Abstract

Purpose The purpose of this paper is to examine the factors that influence knowledge processes and by extension organisational knowledge culture (KC). Design/methodology/approach Using a systematic model development approach based on an extensive literature review, the authors explore the notion of organisational KC and conceptualise a model that addresses the following research question: what factors affect employees’ values and beliefs about knowledge processes and by extension organisational KC? Findings This paper proposes that knowledge processes are interrelated and mutually enforcing activities, and that employee perceptions of various individual, group and organisational factors underpin employee values and beliefs about knowledge processes and help shape an organisation’s KC. Research limitations/implications The findings extend the understanding of the concept of KC and may point the way towards a unifying theory of knowledge management (KM) that can better account for the complexity and multi-dimensionality of knowledge processes and KC. Practical implications The paper provides important practical implications by explicitly accounting for the cultural aspects of the inextricably interrelated nature of the most common knowledge processes in KM initiatives. Originality/value KM research has examined a long and varied list of knowledge processes. This has arguably resulted in KM theorizing being fragmented or disintegrated. Whilst it is evident that organisational culture affects persons’ behaviour in the organisation, the impact of persons’ values and beliefs on knowledge processes as a whole remain understudied. This study provides a model of KC. Moreover, the paper offers a novel systematic approach to developing conceptual and theoretical models.