An empirical analysis of the antecedents of knowledge management strategies.

摘要

The previous research has illustrated that knowledge management (KM) is an important source of a competitive advantage, and there is a relationship between organizational culture and knowledge management. This dissertation extends the concept from knowledge management to knowledge business (k-business), and explores the relationship between organizational culture and KM strategies. This research intends to determine: Can k-business transform an organization? What are the antecedents that affect the choice of codification and personalization strategies?;A survey containing four instruments was used: Cameron & Quinn's (1999) OCAI, Lawson's (2002) KMAI, Choi & Lee (2003)'s Knowledge Management Strategy Instrument, and Skyrme's (2001) K-Business Readiness Instrument. The survey link was forwarded to the companies who have been acknowledged for their knowledge management achievement by KMWorld; a total of 193 complete responses were analyzed.;The results revealed that k-business can create a competitive advantage for organizations; different culture types can be the antecedent of different types of KM strategy. Clan culture is positively related to personalization strategy; significant association exists between hierarchy culture and codification strategy; and there is a significant correlation between adhocracy culture and personalization strategy. Market culture does not significantly affect knowledge management strategies.