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Chapter 7: Knowledge Management Organizational Culture, Effective…
Chapter 7:
Knowledge Management Organizational Culture
Diagonal Focuses
Overall
Key people
Knowledge Philosophy
Organizational Context
Knowledge definition
Knowledge
Knowledge sharing
Knowledge cohesion
Knowledge conflict
Changing Organizational Culture
Reasons people resist to change
Change can be threatening
Do not see benefits from change
Do not feel ownership of change
Organizational Maturity Models
Stages of Organization Maturity
Ad hoc
Organized
Chaotic
Agile
Stages of KM Maturity
Aware Stage
Reactive Stage
Convinced stage
Sharing Stage
Default stage
Knowledge Culture Enablers
Structural support
Enacted Values
Core values
Interaction with colleagues
Organizational Cultures
Factors of Cultural Influence
Past patterns and history
Climate and morale
Teamwork
Ways Culture may Operate in a workplace
Regulator
Compass
Social glue
Sacred cow
Analysis of Organizational Culture
Artifacts level
Espoused value
Basic Assumptions and values
Topology of culture
Networked Culture
Mercenary Culture
Communal culture
Fragmented Culture
Implementing Knowledge Culture Enhancement Program
Pilot testing
Supporting planned interventions
Communicate the program intentions and ongoing progress
Accommodate differences
Effective Knowledge Culture
Knowledge communities can be characterized as
Tolerant
Open and Communicative
Collaborative
Encourage sharing
Trusting