The relationship between the Organizational Culture and the Effectiveness of Knowledge Management Processes in University Scientific Research Laboratories

Abstract

The link between organizational culture and Knowledge Management is more complex than previously understood because the bidirectional relationship between the organizational culture and Knowledge Management. This study aims to explore the relationship between different organizational culture types and the process of Knowledge Management in three Research Laboratories at Khemis Milliana University in Algeria. The investigation is based on the Harrison model and Nonaka's SECI model. A total of 150 valid questionnaires were collected from teaching staff members in the Faculty of Economy. The findings indicate that the power culture and role culture are the most dominant cultures within the Research Laboratories. Moreover, the study reveals that these two cultural types exhibit a weak positive correlation with the knowledge process implies that hierarchical, control-oriented organizational structures may actually hinder effective knowledge sharing and management. In contrast, the task culture and person culture demonstrate a strong correlation with the process of Knowledge Management.