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Knowledge Management in Large Complex Organizations: The Subcultural Level

Knowledge Management in Large Complex Organizations: The Subcultural Level

Nick Chandler
Copyright: © 2021 |Pages: 17
ISBN13: 9781799874225|ISBN10: 1799874222|ISBN13 Softcover: 9781799874232|EISBN13: 9781799874249
DOI: 10.4018/978-1-7998-7422-5.ch007
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MLA

Chandler, Nick. "Knowledge Management in Large Complex Organizations: The Subcultural Level." Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance, edited by Dana Tessier, IGI Global, 2021, pp. 115-131. https://doi.org/10.4018/978-1-7998-7422-5.ch007

APA

Chandler, N. (2021). Knowledge Management in Large Complex Organizations: The Subcultural Level. In D. Tessier (Ed.), Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance (pp. 115-131). IGI Global. https://doi.org/10.4018/978-1-7998-7422-5.ch007

Chicago

Chandler, Nick. "Knowledge Management in Large Complex Organizations: The Subcultural Level." In Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance, edited by Dana Tessier, 115-131. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-7422-5.ch007

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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.

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