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|Title:||Empirical Study On Organizational Culture And Its Influence On The Effectiveness of knowledge Management|
|Keywords:||School of Social Sciences|
|Abstract:||The pursuit of knowledge is as old as ancient India's Rig Veda (first verse, -1200 BC): "Let noble ideas come to us from everywhere". Chanakya (Naik, 2002), the powerful minister who masterminded the roll back of Alexander the Great's invasion of divided India in approximately 322BC, understood "Knowledge is important. Knowledge is cumulative. Once it exists, it grows." Peter Drucker (1999, pp.135) today reiterates the age-old emphasis on knowledge : "The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker." Having crossed the threshold and stepped into the new millennium, with increased levels of competition, high costs associated with human resources, increase in employee transience and shortage of qualified knowledge workers, organizations have actively pursued the notion of making more effective use of knowledge and expertise, that is, the `intellectual capital' that exists within their existing employee base (Alavi & Leidner, 2001; Davenport & PrL.sak, 1998; Grover & Davenport, 2001). For many organizations, this notion of maimging knowledge as a corporate resource has been looked upon as one of the few foundational weapons that promise to deliver in the future. Despite the careful design and percolation of IT to increase creation and transfer of knowledge effectively within organizations, they will not work unless the culture of the organization cultivates the willingness to share knowledge. Because knowledge management (KM) initiatives won't take hold unless they are supported by an organization's culture, cultural factors must be considered when developing KM strategies. This empirical dissertation critically examines the culture-knowledge relationship. The study comprises of four main components: a review of available data, facts and figures and literature review; administration of questionnaires, interviews with managers and direct observation of intranet portals which culminate into supporting the hypothesis.|
|Appears in Collections:||M.A.|
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