Abstract
This chapter considers the effect of subcultures in large complex organizations upon knowledge management. It is found that subcultures offer both advantages and disadvantages to organisations with knowledge management processes. On the one hand, the diversity of subcultures also offers a diversity of approaches and focus of knowledge management within subcultures. On the other, subcultures are found in the literature to present boundaries to cross-subcultural knowledge transfer. In essence, knowledge management is enhanced within subcultures, and there is a diversity of knowledge management processes as well as conversion of different types of knowledge specific to each subculture type, but knowledge sharing and transfer between subcultures is problematic. Through the examination of previous empirical studies and evidence from the author's own study, strategies are suggested along with a proposed model for managing knowledge across subcultures in large complex organisations, and further implications are highlighted for researchers and practitioners.
TopBackground
In this section, the two main elements of this chapter are examined from a theoretical perspective: subcultures and knowledge management.
Key Terms in this Chapter
Subcultures: A group that has its own set of values, norms and perceptions that distinguishes itself from other groups.
Pluralist Perspective: The view held that organisations have diverse subcultures.
Unitarist Perspective: The view held that organisations have a single culture with all employees sharing the same values.
Market Culture: A type of organisational culture with value placed upon results, control and a competitive instinct, with a focus placed on one or more externalities such as the customer, market, technology, etc.
Adhocracy Culture: A type of organisational culture with value placed upon flexibility, innovation, and creativity, with a focus placed on one or more externalities such as the customer, market, technology, etc.
Fragmentation Perspective: The view held that an organisational culture is highly individualistic, with no groups sharing values, norms, and perceptions.
Heterogeneous: Diverse, varied, dissimilar, e.g., different subculture existing in a single organisation.
Homogenous: All the same, e.g., a single unified culture with all employees sharing the same values, norms, and perceptions.
Hierarchy Culture: A type of organisational culture with value stability and control, with a focus placed on what happens within the firm in general, and rules and procedures in particular.
Clan Culture: A type of organisational culture with value placed upon collaboration, teamwork and flexibility, with a focus towards the internal workings of organisations.