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An assessment of the relationship between organizational culture and continuous knowledge management initiatives.


Description

The purpose of this research study was to assess the relationship between e-business organizational culture types and continuous knowledge management initiatives in an e-business organization in the transportation industry. This research study provided the foundations and conceptualizations of technologies, people, and knowledge within the context of a single case study of 31 sales professionals. The two-part sequential phase of grounded theory included triangulation through the collection and analysis of quantitative data from a questionnaire followed by the collection and analysis of qualitative data from interviews, observations, and documents. The quantitative design entailed three survey instrument components: a Demographic Respondent Profile, an Organizational Culture Assessment Instrument (OCAI), and a Knowledge Management Assessment Instrument (KMAI). The Competing Values Framework (Quinn & Rohrbaugh, 1983) provided discussion to understand how an e-business organization may improve value creation. The results of conducting this case study may help in determining if knowledge management initiatives will be beneficial and advantageous to an e-business organization determining a specific organizational culture type(s) and implementing knowledge management initiatives. In the right organizational culture, knowledge management may be an effective strategic initiative that enables long-term success, enhances value, and helps to increase an organizations competitive advantage.