In order to make knowledge management (KM) successful, the most important aspect is to nurture an appropriate organizational culture. Furthermore, many studies indicate that hierarchical cultures can significantly hinder the success of KM activities. The purpose of this paper, therefore, based on the antecedents of hierarchical culture, is to utilize four activities of knowledge conversion to explore the impact of hierarchical culture on the effectiveness of KM processes.
In order to understand the influences of hierarchical culture on knowledge conversion and KM processes, both qualitative and quantitative techniques were used to analyze the data. A case study of two large companies included interviews with several senior managers. A survey questionnaire was also administered to senior managers in 31 Taiwanese companies that had hierarchical cultures.
Through interpretative case studies and questionnaire analyses, the research finds that a hierarchical culture influences KM practices and can act as a mediator for knowledge conversion and KM processes. For instance, developing a hierarchical culture will be suitable for combination and externalization. Moreover, it would be beneficial to the implementation of KM. In contrast, it would not be helpful for socialization and internalization. In addition, it would not be beneficial to KM strategy and planning.
The results need to be validated with a robust survey.
The conceptual framework provides a convenient way to illustrate the effects of hierarchical culture on knowledge conversion and KM processes. Enterprises can make corrections and adjustments accordingly to enhance the effectiveness and efficiency of implementing KM through the appropriate organizational culture.
The paper proposes a conceptual framework to illustrate the influences of hierarchical culture on knowledge conversion and KM processes in Taiwanese organizations.
