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RE: [ba-ohs-talk] OHS/DKR Design for KM and Licensing


Hi -    (01)

Here is data from a recent worldwide survey on "Organizational Culture and
Knowledge Sharing."    (02)

'Thought it was germane considering Rod's observations and particularly,
"...this requires following a prescribed culture" and "...a culture of
knowledge."    (03)

It is of little surprise that the "biggest (Organizational Culture)
influence on knowledge sharing" is a High Humane Orientation, i.e.,
"encourage and reward individuals for being fair and kind in their
interactions with other organization members."    (04)

The close second, (and often overlooked) cultural factor is a strong "Future
orientation," i.e, "encourages and rewards long-term versus short-term
planning and projects."    (05)

Cultural planks such as these are critical to any successful OHS platform.    (06)

Cheers,    (07)

John    (08)





Thank you very much for your quick response on my poll concerning
organizational culture and knowledge sharing. With the aid of all your
responses it was possible to determine three organizational culture
dimensions that are expected to have the biggest influence on knowledge
sharing:    (09)

1. Future orientation (94% of respondents indicated that a high future
orientation will have a positive impact on knowledge sharing)    (010)

2. Performance orientation (86% of respondents indicated that a high
performance orientation will have a positive impact on knowledge sharing)    (011)

3. Humane orientation (98% of respondents indicated that a high humane
orientation will have a positive impact on knowledge sharing)    (012)

                In order to determine the impact of organizational culture
on knowledge sharing practices further research will consist of an empirical
case study. In depth interviews will be conducted at three subsidiaries of a
Dutch multinational. These interviews will focus on knowledge sharing
practices, and the organizational culture dimensions.    (013)

                Kind regards,    (014)

Jeannette Coumou    (015)

-----Oorspronkelijk bericht-----
Van:    John Maloney [mailto:jtmalone@pacbell.net]
Verzonden:      dinsdag 7 mei 2002 20:18
Aan:    Coumou, Jeanette
Onderwerp: RE: Organizational Culture and Knowledge Sharing    (016)

_________________________________________________________________
Organizational culture and knowledge sharing    (017)

My research concerns the influence, that 9 cultural dimensions(1) have on
knowledge sharing within organizations. Could you please:    (018)

*       Rank the influence that the 9 dimensions below have
(in your opinion) on knowledge sharing within organizations. (1=has highest
influence; 9=has lowest influence).    (019)

*       Give a rating of P (Positive) and N (Negative) to indicate the
nature of the influence.    (020)

Ranking of the influence of the 9 dimensions on knowledge sharing:    (021)

1.   High Power Distance (Ranking =; Rating=)(Power Distance is the degree
to which members of an organization (should) accept distinctions between
members on the basis of organizational position)    (022)

2.   High Uncertainty Avoidance (Ranking=; Rating=) (Uncertainty Avoidance
is the degree to which members of an organization (should) actively attempt
to reduce ambiguity in organizational life by relying on norms, rules and
policies.)    (023)

3.   High Humane Orientation (Ranking=;Rating=) (Humane Orientation is the
degree to which members of an organization (should) encourage and reward
individuals for being fair and kind in their interactions with other
organization members.)    (024)

4.   High Assertiveness (Ranking=;Rating=)      (Uncertainty Avoidance is
the degree to which members of an organization are (should be) assertive,
dominant, and demanding in their interactions with other organization
members.)    (025)

5.   High Gender Egalitarianism (Ranking=;Rating=)      (Gender
egalitarianism is the degree to which men and women are (should be) treated
equally in the organization in terms of tasks assigned and opportunities for
training and advancement.)    (026)

6.   High Future Orientation (Ranking=;Rating=)      (Future Orientation is
the degree to which an organization (should) encourages and rewards
long-term versus short-term planning and projects.)    (027)

7.   High Performance Orientation (Ranking=;Rating=)      (Performance
Orientation is the degree to which an organization (should) focuses on and
rewards high performance and efforts to improve quality.)    (028)

8.   High Individualism (Ranking=;Rating=)      (Individualism /
Collectivism is the degree to which an organization (should) focuses on
individual accomplishment versus group accomplishment.)    (029)

9.   High Organizational Collectivism (Ranking=;Rating=) (Organizational
Collectivism is the degree to which organizational members (should) take
pride in being associated with the organization.)    (030)



1Source: Dickson, Aditya and Chhokar (2000) have operationalized
organizational culture, by identifying nine dimensions of organizational
culture.    (031)



These dimensions are based on the works of Hofstede (1980), Hofstede and
Bond (1988), Kluckhohn & Strodtbeck (1961), McClelland (1961, 1985) and
Putnam (1993).    (032)

==    (033)



John Maloney
www.kmcluster.com
IM:jheuristic    (034)

Create the Future! Join the KM Cluster --
http://www.kmcluster.com/register.htm    (035)



-----Original Message-----
From: owner-ba-ohs-talk@bootstrap.org
[mailto:owner-ba-ohs-talk@bootstrap.org]On Behalf Of Rod Welch
Sent: Friday, May 17, 2002 3:35 PM
To: ba-ohs-talk@bootstrap.org
Subject: [ba-ohs-talk] OHS/DKR Design for KM and Licensing    (036)


Paul,    (037)

First, as always your scholarship and measured analysis are greatly
appreciated.    (038)