Organizational culture a HR strategy for successful knowledge management

Abstract

PurposeThis paper aims to explore certain aspects of organizational culture that have a profound impact on knowledge management (KM) and organizational performance.Design/methodology/approachA case study illustrates HR strategies relating to organizational culture that influence the KM process and organizational performance. Data were collected primarily through observations and face‐to‐face interviews with top‐level management, team leaders and general employees. In addition, archival data in the form of annual reports and websites were collected.FindingsThe case study shows that various aspects of organizational culture, such as organization structure, education and training, reward and incentives, open communication, worker involvement and workforce flexibility, can enable organizations to overcome the barriers of KM and achieve competitive advantage.Research limitations/implicationsThe case study is based on one organization's experiences.Practical implicationsThe results of this study would help organizations looking to develop HR strategies to facilitate KM processes and lead to better competitive advantage.Originality/valueThe paper informs HR managers about how best to manage the workforce and create an organizational culture that will achieve KM success and improved organizational performance.