Organizational Culture Impact on Knowledge Exchange: Saudi Telecom Context
Dr. Raid. M. Al-Adaileh Assistant Prof. Management Information Systems Department of management information systems Faculty of Business – Mutah University/ Jordan B.O.Box (7) - postal code 61710 [email protected] Tel: 00962 777526396
Organizational Culture Impact on Knowledge Exchange: Saudi Telecom Context Abstract Purpose The purpose of this study is to investigate the impact of some organizational culture attributes including: openness to change, innovation, trust, teamwork, morale, information flow, employee’s involvement, supervision, customer service and Reward orientation on Knowledge Exchange (KE) process within the context of Saudi Telecom Company (STC) as a representation of the Saudi context. Design/methodology/approach A descriptive correlation design was used. A web survey used to collect data from 378 employees working on STC using Random Number Generator 0.2 software. The sample was selected using emailing list. Findings The findings revealed that cultural attribute of trust, innovation, information flow, supervision, and Reward have an impact on KE within the context of STC. Additionally, the study revealed a statistically significant correlation between organizational culture and KE as whole (0.75), which emphasizes the effective role of organizational culture factors on exchanging of knowledge within the context of the study. Research limitations/implications This study presents only preliminary results from limited data. Additional quantitative data is needed to employ more superior statistical analysis. Moreover, the current study is exploratory in nature with relatively small number of respondents from STC. Originality/value The originality of this study is derived from the importance of KM as a strategic organizational tool as well as the importance of culture as an influential factor. STC, one of the biggest companies in the middle east, is trying to implement aspect of KM. Towards this end, the company has created a new division of KM which is suffering the lack of research studies that explore issues relating to KM in Arab countries in general and Saudi context in particular which makes the topic of this research not only unique but also of high practical implications Keywords: Knowledge management, Exchange, culture, Saudi context
Knowledge Management (KM) focuses on connecting people, processes and technology for the purpose of leveraging corporate knowledge (Buckman, 2004). To make the knowledge valuable for an organization, it has to be exchanged, distributed and shared among members of an organization (Supar et al., 2005). Knowledge Exchange (KE) is the core of KM as noted by many researchers (Leidner and Alavi, 2006; Davenport and Prusak, 2000; Zack, 1999; Senge, 1990). Recently, there is an increasing emphasis on studying the factors that might affect KE in public and private sectors (Zhang et al., 2006; Leidner and Alavi, 2006). Many studies that explored KM issues proposed that corporate culture can play a key role in supporting or hindering successful application of knowledge sharing and exchanging (Rhodes et al., 2008; Zhang et al., 2006; Leidner and Alavi, 2006; Kim and Lee, 2006; Chong and Choi, 2005; Akamavi and Kimble, 2005; Lucas, 2005; Park et al., 2004; Wang and Rubenstein, 2003; Ladd and Ward, 2002; Faraj and Wasko, 2001). Since the areas of KM and KE are relatively new area of research within the context of Arab countries in general and Saudi context in particular, and based on the findings of the previous studies in developed countries, this research explored some cultural factors and their impact on KE as a key KM process. These cultural factors include: openness to change, innovation, teamwork, morale, information flow, employee’s involvement, supervision, customer service, trust and reward...
...KM process capability and its relevance in an organization.
Knowledge Management (KM) can be defined as a deliberate, systematic business optimization strategy that selects, distills stores, organizes, packages, and communicates information essential to the business of a company in a manner that improves employee performance and corporate competitiveness.
KM caters to the critical issues of organizational-adaptation, survival and competence in the face of increasingly discontinuous environmental change.
Essentially KM embodies organizational process that seek synergistic combination of data, and information processing capacity of information and technologies and the creative innovative capacity of human being
Therefore KM seeks to make the best use of knowledge that is available to an organization thereby creating new knowledge in the process.
From this definition, it is clear that Knowledge Management is fundamentally about a systematic approach to managing intellectual assets and other information in a way that provides the company with a competitive advantage. Knowledge Management is a business optimization strategy, and not limited to a particular technology or source of information. In most cases, a wide variety of information technologies play a key role in a KM initiative, simply because of the savings in time and effort they provide over manual operations.
The essence of knowledge management is to improve organizational...
...ceiling in any organization level can play a very key role in
improving the employee performance. The employee performance can be measured through a lot
of ways e.g. employee turnover, employee contribution for organizational decisions, employee
commitment and productivity for the organization. The data collected from the corporate
banking sector of Lahore is used to determine the glass ceiling from employees’ perspective and
what strategies can be used to dismantle it.
Keywords: Glass Ceiling, Employee Performance
GLASS CEILING AND EMPLOYEE PERFORMANCE
Topic: Perceived glass ceiling and how it can impact the performance of employees in corporate
The thorough analysis of the literature represents that when women in the organizations
are not promoted to higher managerial levels despite their merit, the phenomenon is called ‘Glass
Ceiling’. It has been observed that women are allowed to move freely at any position below a
specific level. The main focus of our article is on glass ceiling and how it can influence the
performance of the women employees in the organization. Glass ceiling is an artificial barrier
which top management creates to restrain the women employees to reach higher levels of
management. Men also face the problem of glass ceiling but their ratio is very low as compared
to women. Most people are against having women as their bosses at the same time they prefer to...
...Factors affecting motivation in public organizations
Factors affecting motivation in public organizations
Motivation in Public Organisations
Motivation is known as important as other factors for achieving the organisational goals. The high motivation led the employees to the extreme commitment with the organisation goals. Similarly high employee motivation leads to greater employee creativity and productivity, in this survey it has been found that the two independent variables, which are quality supervision and participation, are positively related to the dependent variable, motivation. The participation has a strong relationship level than the quality supervision with motivation. Results highlighted that all the tested variables are positively correlated but correlation of participation and quality of supervision are 0.52 and 0.30, respectively.
Key Words: (Quality of supervision, Participation, Motivation, Public sector).
Motivation is a force that drives people to do things. Employees are normally motivated to achieve their needs, whatever they may include. Motivation may be intrinsic or extrinsic. This is what we call motivation. Employees of a company will be motivated if they associate certain incentives with an activity of work. It been seen in India that the employees in the public...
...challenges in that field is cultural challenges . culture was found and persist as component in expeditions of ideological spreading . the culture object is increasing importance to globalization theory, that cultural exposure isn't the mean to justifies but it become an aim.
media is essential transporter for globalization cultural, mass media is consider to millions of people the main medium to getting the cultural and by fast development to mass media the world become small village and the cultural globalization was appeared . the modern mass media played the greater mission in publishing cultural globalization that this mass media distinct by fast diffusion and crossing the countries with out censorship.
The satellite, computer, internet is consider the most using recreational and mass media, it is one of the important mediums to publishing culture . if the local culture will be changed as a result of publishing cultural globalization that the recreational culture isn't far about this changing, cultural globalization inseparable part of the public culture, so we must know the impact of cultural globalization as social phenomenon at recreational culture for university youth, the youth is the main element in society and the mover energy for development plans, this group is affected most by contemporary world, regional and local changes for them . the...
...In order for an organization to be successful one must have a plan in place to ensure total quality in the goods they produce, in the service that's provided, and in the support that's given to its consumer's. And to make sure that the company's information is protected one must establish a system that can manage the information as an asset. In this paper researched five articles detailing best practices in ensuring quality, speed, and flexibility inorganization. Those practices are: Total quality management, mass customization, theory of constraints, kaizen (continuous improvement), and reengineering. I also researched five articles detailing best practices in managing information as an asset. Those practices are: knowledge management, innovation management, risk management, record management training, and document management. Along with providing a brief summary of each practice, I will be identify an organization using each practice, and I will then evaluate my own organization based on these practices and offer recommendations for converting my organization's existing practices to one or more of the practices found in the research.
Total quality management (TQM)
Total quality management (TQM) is the holistic approach that covers all aspects of an organization's activities. TQM strategy is defined as 'a set of quality management actions or critical factors that practiced by an organization...
...Universidad Distrital Francisco José de Caldas
Language, Society and Culture
Mónica Molina Salas
Professor: Patricia Escalante
The purpose of this paper is to take a look at the role of culture in second language teaching, its importance for students and how schools are incorporating culture in the classroom.
The main theoretical constrains in which this paper is supported are the chapters 1 to 9 by Patrick Moran´s book: “Introduction to teaching Culture” and “The Cultural Experience”; the text” Culture in Second Language Teaching” by Elizabeth Peterson and Bronwyn Coltrane, and all the reading which were discussed during the class.
The importance of Culture in second language teaching, teaching culture without preconceptions and Instructional strategies for teaching language and culture, are the main aspects which will be discussed and framed by Moran´s concepts and personal opinions and experiences.
Culture and Education
Culture can be seen since many points of view: As civilization: The great achievements of a people, in other words the big “C” and also, it is viewed as the small “c”: customs traditions or practices that people carry out. Culture is seen also as communication (Hall, 1985) this can be seen as “sociolinguistics” (Chaika, 1994); Intercultural communication...
...Topic: Does a strong organizational culture increase the overall performance of a firm? Why? Support your arguments with organizational example(s).
As Barney, J.B. (1986) indicates, “Organizational culture can be defined as a system of common values and beliefs that are held and shared by the members in an organization. It is also a valuable resource which can improve the competitiveness of a company and be used to distinguish the company. A strong organizational culture means from top managers to front-line employees sharing the same beliefs and values. Over the past decades, there is an increase of importance of organizational culture and its become one of the critical and influential factors that affects the overall performance of a firm.
Strong Organizational Culture: Google’s case
Google was one of the companies that successfully blended technological innovation with strong organizational culture. In the following paragraphs, we can see the comparative advantages of Google compared with other technology companies in terms of recruitment system, working environment and management.
A company organizational culture plays an important role in its success. For example, when recruiting people, Google focuses on people who give preference to team goals rather than personal goals. Google employs technology professionals worldwide...
...Development Initiatives in an Organization can Impact on Employees’ Performance and Work Morale.
Training and Development
Training and development refers to the process to obtain or transfer knowledge, skills and abilities (KSA) needed to carry out a specific activity or task. It includes not just factual and explicit KSAs but also incorporates KSAs that are often difficult to articulate. Training and development will assist employees in the use of new technologies, and communicate and function better in improvised work systems. In order to meet the current and future challenges, training and development assumes a wide range of learning actions, such as training of the employees and knowledge sharing, which would then expand individual and organizational effectiveness. Thus, this would then allow the organization to fully utilize employee’s tacit and explicit knowledge and expands individual, group and organizational effectiveness.
Why is Training and Development Important?
Organizations are experiencing great, rapid changes due to new technologies, corporate restructuring, continuous rising competition and globalization. These factors have increased the importance of learning and capitalizing on human capital in order to have a sustained competitive advantage over the competitors. Tracey (2003) defined human capital as ‘the people that staff and operate an organization as contrasted with the financial and...