Knowledge management strategy and organizational culture

Abstract

In an emerging knowledge-based economy, knowledge is a critical source of competitive advantage of organizations. This paper addresses two different strategies based on the tacitness of knowledge, indicating how the dilemmas of the choice of knowledge strategies might be resolved. A successful symbiosis strategy based upon a conducive organizational culture can ease knowledge replication within the organization but presents difficulty in imitation by competitors. Such a culture needs to be pervasive within the organization, but at the same time idiosyncratic and unique to the organization. Optimal knowledge management strategies can cultivate the organizational cultural fit, and maximize the organizational profit. The paper provides researchers and practitioners valuable insights to understand the fundamental relationship between knowledge management and organizational culture, and practical guidance to adopt an appropriate knowledge management strategy to exploit organizational knowledge.