Translating Knowledge Management Visions into Strategies by Ceruti Monique;Williams Angel;Bedford Denise;

Author:Ceruti, Monique;Williams, Angel;Bedford, Denise;
Language: eng
Format: epub
Publisher: Emerald Publishing Limited
Published: 2019-10-23T00:00:00+00:00

Knowledge Cultures

A vision that speaks to a knowledge organization, a mission that takes knowledge as a critical pursuit will come to nothing if the culture is not also grounded on knowledge. Culture drives individual behaviors. Individual behaviors are what drive strategies and power tactics. There is an adage in the business world – culture eats strategy for breakfast every day of the week. The essential components of a knowledge organization’s culture are its core assumptions and beliefs, its values and behaviors, and its artifacts. Core assumptions and beliefs about knowledge must not simply be platitudes posted on the organization’s walls or posted on its website. They must be communicated, explained, reinforced, and at the heart of every argument or decision. The value, purpose, and role of knowledge in the business must be demonstrated in the everyday actions of individuals. And, artifacts – virtual and physical – should reinforce the role and value of knowledge. Artifacts should be a constant reminder of these core beliefs and assumptions. A healthy knowledge culture is one that has a good fit between individuals and organizational values, where those values align with vision, and are reinforced in rewards and recognitions It is critical to align culture with vision – the repercussions of disconnects are significant.

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