Description
Organizations are facing major disruptions in technology, consumer preferences, and in the makeup of their workforce, and as a result, they will need to adapt to these rapidly changing times to stay effective. Organizations that are able to tap into the collective knowledge of their employees and leverage their insights will have an advantage over those that lack this connectivity. Implementing a knowledge management (KM) strategy can help organizations improve operational effectiveness, innovation, and adapt to changes, but the majority of KM implementations fail due to misalignment with the organization's existing culture. Organizational culture can enable effective KM, or it can be a barrier to its implementation.
The Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance defines the relationship between organizational culture and knowledge management and how they impact one another. This handbook also identifies critical business practices to assist organizations in transitioning to work from home while maintaining a strong corporate culture that includes beneficial knowledge-sharing behaviors. Covering topics including knowledge management, organizational culture, and change management, this text is essential for managers, executives, practitioners, leaders in business, non-profits, academicians, researchers, and students looking for research on how organizations can thrive and adapt due to emerging global disruptions as well as local or internal disruptions.
Reviews and Testimonials
The successful organization of the future is one where culture and knowledge intersect, enable, and thrive. Organizations that can learn and adapt quickly to their challenges will perform better, but this is often difficult to achieve. Knowledge management practices can support organizations in this learning and adaptation process, and where culture is usually one chapter of the knowledge management book, in this edited collection, culture is the throughline providing insight into how great organizations can learn from their initiatives and ultimately achieve more than the sum of their parts.
– Dana Tessier, Independent Researcher, Canada
Author's/Editor's Biography
Dana Tessier (Ed.)
Dana Tessier holds a BA in Literature and Professional Writing from Concordia University, and a Master’s in Library and Information Studies from McGill University where she specialized in Knowledge Management (KM). She is an accomplished KM practitioner and has designed and implemented strategies for high tech companies in fast-paced and high-growth environments receiving industry accolades. She has published and presented on e-learning, information architecture, information overload, information seeking behaviour, knowledge sharing, knowledge management strategy, leadership, and user adoption.