AbstractThis study aimed to identify a key organisational culture and knowledge management factors to be incorporated into a Knowledge Management Structural Model suitable for implementation within Jordan Telecom Group (Orange). It explores the extent to which these factors are embedded and implemented into the Group from an employee perspective and explores their interdependence.
There is currently an identified lack of information around the experiences of knowledge management within the Jordanian telecommunications’ industry and so this study therefore aimed to add to the body of evidence in this field by focussing specifically on the knowledge management and organisational culture within the Jordan Telecom Group (Orange).
Following a critical review of the existing literature, the study formulates a proposed Knowledge Management Structural Model for the organisation combining key organisational cultural components and knowledge management practices together. The study then adopts a phenomenological approach using a mixed methodology and case study approach to assess how employees perceive these different components and practices in the context of Jordan Telecom Group (Orange).
A survey of 310 employees within the organisation was undertaken to gather their perceptions of the extent to which different organisational cultural factors and knowledge management practices exist within the Group. This was complemented with a series of focused interviews with managers within the organisation.
The key organisational cultural components identified in the Knowledge Management Structural Model included: information systems; organisational structure; incentive systems; operations; personnel; and leadership. The key knowledge management practices identified in the Model included: knowledge generation; knowledge sharing; and knowledge application.
Overall the study identified that there was a moderate to strong level of agreement from employees with the identified organisational cultural factors suggesting that the different elements of these are embedded in the organisation. However, information systems and organisational structure came out with the highest level of agreement levels from respondents and incentive systems and leadership came out with the comparatively lower scores. In terms of how employees perceived to what extent the different knowledge management practices are in place in the organisation, knowledge application came out on top followed by knowledge generation and then knowledge sharing.
Although much of the previous research in this field has suggested that there is a strong link between organisational cultural factors and knowledge management processes, this study found less of a correlation between the two. However, there was some evidence to suggest that knowledge sharing practices in particular, are more strongly associated with different organisational cultural factors.
Overall, however, the study has been effective in delivering a proposed Knowledge Management Structural Model for the Jordan Telecom Group (Orange) and in identifying areas of strength and areas in need of further development around some of the key organisational cultural aspects of the Group to ensure that any future implementation of knowledge management practices are successfully achieved.
|Date of Award||2013|
|Supervisor||Mark Hooper (Supervisor) & Christopher Smith (Supervisor)|
- knowledge management
- organisational culture
- organisational structure