Purpose – The purpose of this paper is to investigate the relationship of knowledge management (KM) with organisational culture, a subject of interest to academics and KM practitioners. Design/methodology/approach – It is based on case study research in the voluntary sector, which is relatively less studied than the commercial or public sectors. Findings – One major finding was that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to “change culture”. Two instances of long-term change were identified. Strong and persistent leadership, with a clear rationale for culture change, and also a well-established technology innovation programme, using local “champions” to help align knowledge programmes with daily work routines, did have an impact on organisational culture. Research limitations/implications – The findings provide food for thought for practitioners in the voluntary sector. As external pressures and common technology are leading the different ...
['Alison Corfield', 'Rob Paton']
Investigating knowledge management: can KM really change organisational culture?