OVERCOMING CULTURAL BARRIERS TO KNOWLEDGE MANAGEMENT AT SCIENTEX: AN EMPIRICAL STUDY

摘要

The purpose of the paper is to investigate the problem of cultural barriers to knowledge management. Previous research on cross-sectional studies has provided advice for managers on organizational factors that can promote or impede good knowledge management, especially with respect to explicit knowledge (De Long and Fahey, 2000; Kulkarni et al, 2007). This research is based on a case study of a single organization in the chemical consultancy industry. Nine scientists volunteered to take part in the study. Qualitative data was gathered by interviews, questionnaires and participant observation. A report was produced for senior management and findings presented to them. Initial findings showed that, in spite of some cultural barriers - i.e. a perceived lack of support from senior management; lack of engagement with the IT system for explicit knowledge capture, and time constraints - transfer of tacit knowledge was successful in the group studied. Further reflection revealed that the group operated as a community of practice and this helped overcome the cultural barriers; however, it is proposed that this was a temporary solution. This process was successful in opening up dialogue amongst the scientists and senior managers and it is proposed that the method used in this case study could be applied to other organizations seeking to audit their knowledge management activity and promote dialogue.