The effects of hierarchical culture on knowledge management processes

Abstract

PurposeIn order to make knowledge management (KM) successful, the most important aspect is to nurture organizational culture. Furthermore, many studies indicate that hierarchical culture can significantly hinder the success of KM activities. The purpose of this paper, based on the antecedents of hierarchical culture and utilizing four activities of knowledge conversion, is to explore the impacts of hierarchical culture on the effectiveness of the knowledge management processes (KMP).Design/methodology/approachIn order to gain best exploration on hierarchical culture, knowledge conversion, and KMP, both qualitative and quantitative techniques were used.FindingsThrough interpretative case studies and questionnaire analyses, the research finds that hierarchical culture has shown its influences towards KMP, and can act as mediators for knowledge conversion, and KMP. For instance, developing hierarchical culture will be suitable for conducting combination and externalization; moreover, it will be beneficial to the implementation of KM. In contrast, it would not be helpful towards socialization and internalization; moreover, it will not be beneficial to KM strategy and plan.Research limitations/implicationsThe study comprised in‐depth interviews with only two firms and questionnaire surveys with 31 companies. The results need to be validated by a robust survey.Practical implicationsThis conceptual framework is expected to provide a convenient way to illustrate the effects of hierarchical culture on knowledge conversion, and KMP. And thus, enterprises can make corrections and adjustments accordingly in order to greatly enhance the effectiveness and efficiency of implementing KM through appropriate organizational culture.Originality/valueThis study proposes a conceptual framework to fully illustrate the influences of hierarchical culture on knowledge conversion, and KMP.