An Integrative Model of Organizational Culture and Knowledge Management - Essay Example

?TOWARDS AN INTEGRATIVE MODEL OF ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT By Judy H. Gray and Iain L. Densten A SUMMARY The study is undertaken by J. Gray and I. L. Densten who analyzed Quinn’s framework on “The Competing Values Framework (CVF) which works on dimensions involving values (Quinn 1984:1988) against Nonak and Takeuchi’s (1995) knowledge creation and conversion model which is termed as SECI otherwise known as Socialization-Externalization-Combination-Internalization or the (SECI) better known as the knowledge conversion process” (Densten and Gray). The expected respondents of the study are organizational members. The methodology adopted was not mentioned though. Densten and Gray attempted to analyze and integrate these two models: “Competing Values Framework (CVF) and Socialization-Externalization-Combination-Internalization or the (SECI) and explained that the CVF focus on values while SECI process model attempts to account for knowledge creation and conversion in organizations.” (Densten and Gray) According to Densten and Gray, “Integrating the CVF with the SECI may enhance the understanding of the social processes that determine organizational effectiveness. The SECI provides a theoretical guide to knowledge generation and conversion as well as suggests that the processes take place simultaneously within an organization. In contrast, the CVF emphasizes the importance of coping with complex and competing demands. The integration of both models may assist organizational members to appreciate the complexity of knowledge management systems where multiple functions are undertaken simultaneously”( Densten and Gray). “The result of this study is the development of an integrated model, “The Organizational Knowledge Management Model” which if put into operation, should become a basis for managerial leadership development. In conclusion, by proposing the integration of organizational culture and knowledge management theory, this would stimulate development of theory and encourage further empirical research into these vital aspects of organizational behavior”(Densten and Gray). Densten, IL and Gray, JH (2005) Towards an integrative model of organizational culture and knowledge management.International Journal of Organisational Behaviour, 9 (2). pp. 594-603. [PDF File] ISSN 1440-5377 Accessed: http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/InternationalArticles/Volume%209%20Knowledge%20Mgt/Volume9No2Gray.pdf [PDF FILE] CROSS-CULTURAL DIVERSITY IN THE KNOWLEDGE MANAGEMENT CONCEPTS OF 20-21st CENTURIES WITHIN THE FRAMEWORK OF INTERNATIONAL DIALOGUE FOR CREATION OF A NEW MODEL OF KNOWLEDGE MANAGEMENT By Tatiana Khvatova, Irina Ignatieva A SUMMARY The study focuses on the dimensions of Knowledge Management. Knowledge Management (KM) is one of the emerging multi- and interdisciplinary fields of science found to have study gaps that need further pursuit of research undertakings. “Tatiana Khvatova and Tatiana Ignatieva are few of those who attempted “to create a new model of Knowledge Management within the perspective of Cross-Cultural Diversity in the Knowledge Management Concepts of 20-21st Centuries within the Framework of International Dialogue”(Khvatova and Ignatieva). The target respondents are the practitioners in the said field and members of organizations. The methodology was not indicated although results of their study “presented tabulated cross-cultural similarities and differences on selected nationalities between American, Japanese, European, Chinese and Russian. KM approaches were presented with distinctive features such as: mission, mentality, ideal type and embodiment of knowledge, mechanism, objective, strategy, process, means and metaphor of KM” (Khvatova and Ignatieva). The study envisions that the “interconnections presented between all these approaches will provide better understanding on the versatility of KM science development. In addition, the study was purposely undertaken to help Russia create its own KM model characteristically would the same way interact with all existing models” (Khvatova and Ignatieva). The context of the study delved on “the different distinctive features of approaches to American, Japanese, Europeans, Chinese and Russian that described their mission, mentality, ideal type and embodiment of knowledge, mechanism, objective, strategy, process, means and metaphor of KM). After analyzing the similarities and differences, findings show that USA Knowledge management is supported by technologies, with the help of the language of economy, while social factors, power and conflicts are paid less attention to. In Japan implicit or tacit knowledge is emphasized, while technologies act just as means for its transfer and accumulation. The difference between American and European approaches is that in the American style politics, power and conflicts tend to be seen as negative for organizational performance: What tends to doom projects is fighting over who owns the knowledge, then the project is doomed. On the other hand, the European approach knowledge need to be divided into implicit and explicit. The China KM approach is centralized and integrated. It synthesizes technologies, human knowledge and institutional initiatives. As to Russia’s case, it is still groping on how to manage its KM to interact with other models.”(Khvatova and Ignatieva). “In conclusion, the studies of a cross-cultural KM aspect could not only compare various approaches, but also encourage KM strategy development for other new future models that will enhance better integration into the world knowledge economy” (Khavtova and Ignatieva). Accessed: http://www.inter-disciplinary.net/ci/intellectuals/int1/Khvatova%20paper.pdf [PDF File] ORGANIZATIONAL BEHAVIOR ACROSS CULTURES: THEORETICAL AND METHODOLOGICAL ISSUES FOR DEVELOPING MULTI-LEVEL FRAMEWORKS INVOLVING CULTURE By Ronald Fischer Victoria University Wellington & Centre for Applied Cross-Cultural Research Maria Cristina Ferreira, Eveline Maria Leal Assmar (Universidade Gama Filho, Rio de Janeiro), Paul Redford (King Alfred’s College Winchester), Charles Harb (American University Beirut), Revised version, September 22, 2004 A SUMMARY This study contains highly technical extensive discussions on how to gather and process data accurately across multi-level cultural multi-level models. This study by Ronald Fischer, et. al. was purposely written to attain two main objectives: one is to feature “general issues for developing and testing cross-cultural multi-level models such as variable identification, measurement, sampling and data analysis. Secondly, is to illustrate some of these issues by developing a multi-level framework incorporating variables at an individual, organizational and national level (R. Fischer). Its main goal is to explain research and cross-cultural research it is proposed that the effect of national culture on work attitudes and behavior is mediated by organizational practices. A framework then is formulated for the development of multi-level models. The study is for research practitioners, academic professionals and organizational members. The applied methodology covered “the review of theoretical and methodological issues for conducting multi-level research with a specific focus on national culture. It adopted a workable framework can be empirically tested. In context, various issues for developing and testing multi-level models involving culture as an explanatory variable have been discussed and it is hoped that researchers will increasingly use this powerful theoretical and methodological tool for their investigations of organizational phenomena. Empirical work based on the presented model will be of great importance for both practitioners and academics because it provides a better understanding of the relationship between national culture, organizational practices and employee behavior”(R.Fisher) Accessed : http://westengland.academia.edu/PaulRedford/Papers/190205/Organizational_Behaviour_Across_Cultures_Theoretical_and_Methodological_Issues_for_Developing_Multi-Level_Frameworks_Involving_Culture [PDF File] A RESEARCH PROPOSAL ABOUT ORGANIZATIONAL BEHAVIORS IN ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT ACROSS CULTURES AN OVERVIEW Introduction The global influence brought about by advanced technological breakthroughs has changed man’s lifestyle and how the world operates. Territorial international boundaries, in effect, have disappeared causing rapid transfer and sharing of technologies, goods and services. It also enriched the world knowledge economy. In the same way, structural, operational and manpower resources in organizations have diversified according to purpose and requirements. Catching up with the global changes requires new guides and adaptations. With the desire to improve and get the most from the performance of organizations and have ready solutions to organizational issues, the field of research in all disciplines including organizational studies was made open to more opportunities to formulate new theoretical models and frameworks. It is within this context that this study is being presented. Significance of the Study The upsurge in diversification in culture, theories, organizational structure, technology, information, among others has greatly altered how things are with organization’s hierarchical structures, value system, ethics, management styles, service demands and other trends. Thus, more doors are opened to explore two of the more written subjects in the field of organizational studies namely, organizational culture and the emerging science of knowledge management. There are issues raised that “organizational culture in organization either contributes or impedes knowledge management” (Gray and Densten) while other practitioners claimed that it enhances healthy competitiveness in the environment (Based on the Core of the Corporate Culture of Thinking). Relative to the previous statement, it becomes inevitable to cite the example of Toyota Motor Corp. (TMC)’s unique organizational culture being practiced by this company that has satellite offices in every part of the world. TMC is one of the successful renowned global companies in the automotive manufacturing industry. Here, TMC adheres to a very rigid organizational culture despite the diversity within the organization. Many companies have tried to emulate TMC’s the “Toyota Way”. “General Motors was one of those big car companies that attempted to copy Toyota but did not succeed.” (Denning, n.d.). Still unfathomable to outsiders, they still could not match the way how TMC implements its “Toyota Way”. What is this “Toyota Way”? What makes TMC’s organizational culture unique? “Empowering its workers is the center piece of Toyota’s philosophy” (Kotelnikov). The reason why Toyota workers behave differently is because they are guided by the “Toyota Way”. What makes Toyota’s management style different is that it is deep-rooted to the Japanese culture and discipline. What does this mean? It means that the Japanese culture inevitably becomes part of the operations of the company. The real ‘Toyota Way' is a culture of control," says Masaki Saruta, a business professor at Japan's Chukyo University. (J. Shook, 2009). It blends Toyota culture with its Toyota Production System. This example of Toyota is one of the unique, new perspectives in relation to culture. The condition gives the impression that a single organizational culture, the Japanese culture, dominates the situation despite the presence of other cultures within the working environment. This could serve as an eye opener in contrast to cross-cultural diversified situation which this proposal is about to undertake. Referring to the Toyota issue, so how does a company like Toyota manage to enforce and maintain the Japanese culture in a workplace occupied by different nationalities of employees and employers and succeed in the business? Is this only suited for Toyota? Or can this be emulated? Though much has been written about the intriguing way of how Toyota manages its “culture-production system situation”, this could also be treated as an added value and an input while probing other dimensions in relation to culture diversity in organizational culture and knowledge management. There are several unknowns whereby this study can explore in the context of organizational development and knowledge management. Therefore, this study is important as it aims to present and determine the influence of cross-cultural diversity in a workplace on behaviors within an organizational culture and knowledge management. It also intends to determine what variables strongly influence behaviors. Is the influence of cross-cultural diversity in a workplace positively or negatively? In any way, what is the impact on the overall performance of the organization? Along this line, this study is envisioned to capture the interests of sociologists, social scientists and other related practitioners who would like to get answers from these questions and who would also gladly like to join and initiate further research undertakings along this direction. Theoretical Framework The influx of diversity in management, culture and knowledge is now a hot subject in the realm of research. Using previous theories, the theoretical framework would follow this flow of knowledge and influences: The pursued framework would work along the lines of these questions: do diversified cultures positively or negatively affect behaviors in organization and knowledge managements? If so how? What variables are to be considered? Will such situation positively or negatively affect the performance of organizations? Which organizations are much affected? The bureaucratic set-ups, open matrix, or project-based organizations? These are just some of the questions that must be answered both with research and literature base. Independent variables for this study are type of organization and cross-cultural diversity. The dependent variables are numerous. So variables will be subjected to a selection process and prioritized in the order of influence, impact and importance to the organization. To name a few, these variables may include behavioral effects, power dynamics, politics, ethics, and nationality, among others which will be converted to measurable outcomes. Literature in Review The study may adopt any of the methodologies and theoretical frameworks established in the work of Ronald Fischer, et. al which focus on behaviors across culture establishing the multi-level frameworks across culture. The work of Tatiana Kahtova and Irina Ignatieva which focused on cross-cultural diversity in knowledge management will form part as an input to this study. Gray and Densten’s work presenting an integrated model of organizational culture and knowledge management will serve as benchmark information to pursue further other trends in organization behaviors in diversified organization cultures and knowledge management. There exists already a body of knowledge on organizational culture and knowledge management where some cuts across cross-cultural diversity and these are the works of: Tsui, et. al (2007) provide an update on the progress on researches made on organizational behavior and presents recommendations to address the gaps in research and theory; Hurley and Green (2005) established a factor analysis that supports the importance of Leavitt's four factors -- task, structure, technology, and people - as contributing significantly to a KM culture and the construct validity of a KM culture; Jackson et.al (2003) assessed 63 studies with content of diversity and recommends to consider Pettigrew’s analysis in a prescribed order; Long, D. (2007)’s work captures knowledge on interventions on work processes “that creates and leverage organizational knowledge ”(Long, 2007); Guidroz and Kotrba research attempts to identify which aspects of org. culture relate to perceptions of diversity management; Grant and Berg’s research covers conditions related to pro-social motivation that fuels unethical behavior and its implication to the organization, social responsibility and natural environment; Ely and Thomas (2001) paper develops theory about t he conditions under which cultural diversity enhances or detracts from work group functioning; and finally, Villareal’s research presents an analysis of existing KM models at the same time proposes an additional model, coherent, integral and applicable in most common problems is proposed. The above are just some of the selected research compilation that will form part of the study’s analysis and framework. There will be other research studies that will be appended to these given research undertakings as the process commence. The study intends to collect and analyze about 95 research studies within this domain. Methodology There is a body of research undertakings on the related disciplines which this study can adapt using the similar to methodology adopted by Jackson, et. al.(2003). Most of the empirical research studies addressed to answer the related issues of the study will be collected, compared and contrasted. From the analyzed similarities and differences, the strengths and weaknesses, salient features that can be derived will serve as inputs to study and thus will be extracted, tabulated and presented where resulting outcomes become significant. In the same way, the opportunities and recommendations will be compiled, summarized and integrated to formulate an integrated analysis and derive new paradigm(s) in the process. If only applicable, data will be analyzed with the use SPSS for Windows version 9.0 version. This will provide accurate calculations for each variable. SPSS will be used to generate single and multiple cross tabulations. Selected statistical tools will be discriminately used depending on its applicability to include cell frequencies and percentages, analysis of variance, among others will also be used on selected cases depending on its applicability. Chi-square statistical procedures will be applied if necessary to test the formulated null hypothesis, if ever. Findings: It is expected that the resulting outcomes will contain not only theoretical but also viability when practiced. It is also expected that a new paradigm or paradigms will be added to array of the research contributions on the said fields lessening unanswered questions and giving more doors and encouragement for future research undertakings. Notes on Literature in Review: Ely, R. J. and Thomas, D.A. (2001). Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly. Vol. 46, No. 2. Retrieved from http://web.mit.edu/cortiz/www/Diversity/Ely%20and%20Thomas,%202001.pdf Grant, A. M., & Berg, J. M. (2010). Prosocial motivation at work: How making a difference makes a difference. [PDF File] Retrieved from http://www.management.wharton.upenn.edu/grant/GrantBerg_POSHandbookFinal.pdf Guidroz, A. M. and Kotrba, L. (2008) Managing Workplace Diversity: The Role of Organizational Culture. [PDF File]. Retrieved from Denison Consulting Spring Web site: http://www.denisonconsulting.com/newsletter/4.2/ManagingWorkplaceDiversity.pdf Hurley, Tracy. A and Green, Carolyn W. (2005) . Creating a Knowledge Management Culture: The Role of Task, Structure, Technology and People in Encouraging Knowledge Creation and Transfer. [Data File] Retrieved from http://www.google.com.ph/#hl=en&source=hp&biw=1024&bih=649&q=Creating+a+Knowledge+Management+Culture:+The+Role+of+Task%2C+Structure%2C+Technology+and+People+in+Encouraging+Knowledge+Creation+and+Transfer&btnG=Google+Search&oq=Creating+a+Knowledge+Management+Culture:+The+Role+of+Task%2C+Structure%2C+Technology+and+People+in+Encouraging+Knowledge+Creation+and+Transfer&aq=f&aqi=&aql=&gs_sm=s&gs_upl=1828l1828l0l1l1l0l0l0l0l0l0l&fp=b0dce15b3d148688 Jackson,S. E., Joshi, A. and Erhardt, N. L. (2003). Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications. Journal of Management. 29; 801 DOI: 10.1016/S0149-2063_03_00080-1 Long, David de. (2007) Building the Knowledge-Based Organization: How Culture Drives Knowledge Behaviors. Center for Business Innovation. [PDF File]. Retrieved from Working Paper Online Web site: http://www.providersedge.com/docs/km_articles/Building_the_Knowledge-Based_Organization.pdf Sanchez, R. (n.d.)Tacit Knowledge” versus “Explicit Knowledge” Approaches to Knowledge Management. Lund University. [PDF File] Retrieved from http://openarchive.cbs.dk/bitstream/handle/10398/7224/wp04-01.pdf?sequence=1 Tsui, Anne S., Nifadkar, Sushil S. and Ou, Amy Yi. (2007). Cross-National, Cross-Cultural Organizational Behavior Research: Advances, Gaps and Recommendations. Journal of Management. 33;426. DOI: 10.1177/0149206307300818 Villareal, E.A. (n.d.) Innovation Through Knowledge Science and Knowledge Management Supported By Soft Systems Methodologies. Retrieved from http://journals.isss.org/index.php/proceedings54th/article/viewFile/1394/498 REFERENCES “Based on the core competitiveness of the corporate culture of thinking”. [Web log post]. Retrieved from http://eng.hi138.com/?i80092 Denning, Steve. (2008) Why Is Toyota So Hard To Copy? Retrieved from http://www.stevedenning.com/Documents/WhyIsToyotaSoHardToCopy.pdf Densten, I.L and Gray, J.H (2005) Towards an integrative model of organizational culture and knowledge management. International Journal of Organizational Behavior, 9 (2). pp. 594-603. Retrieved from http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/InternationalArticles/Volume%209%20Knowledge%20Mgt/Volume9No2Gray.pdf Fischer, R., Ferreira, M. C., Assmar, M. L., Redford, P., Harb, C. Multi-level Approaches In Organizational Settings: Opportunities, Challenges and Implications for Cross-Cultural Research. (2005). Academia edu.[Data file]. Retrieved from http://westengland.academia.edu/PaulRedford/Papers/190205/Organizational_Behaviour_Across_Cultures_Theoretical_and_Methodological_Issues_for_Developing_Multi-Level_Frameworks_Involving_Culture Khvatova , Tatiana and Ignatieva, Irina. (n.d.) Cross-Cultural Diversity In The Knowledge Management Concepts of 20-21st Centuries Within The Framework of International Dialogue For Creation Of A New Model of Knowledge Management. Retrieved from http://www.inter-disciplinary.net/ci/intellectuals/int1/Khvatova%20paper.pdf Kotelnikov, Vadim ( n.d.) . A case study Toyota. Toyota Production System as a Sustainable Competitive Advantage. Retrieved from http://www.1000ventures.com/business_guide/cs_efficiency_toyota_ps.html Shook, J. Toyota The Bad Guy. 2009. Lean Enterprise Institute, Inc. Retrieved from http://leanmanufacturingcircle.com/?tag=lean-management Read More