THE IMPACT OF ORGANIZATIONAL CULTURE ON  KNOWLEDGE MANAGEMENT ( A CASE STUDY OF NESTLE CAMEROON)

CHAPTER ONE

INTRODUCTION

Background Of The Study

In the current dynamic and competitive business environment, organizations' knowledge becomes an invaluable asset. Efficient knowledge management (KM) enables the engineering of the formal and informal structure, functions, and processes of an organization in order to formally document and exploit its intellectual assets. An increasing demand has emerged within the construction industry for the efficient deployment of knowledge management (KM) systems that seek to transcend limitations in order to distribute critical information across projects, teams, and organizations (Carrillo et al. 2019; Love et al. 2022). Nevertheless, in order for KM to achieve genuine effectiveness and success, it is not sufficient to rely solely on novel technologies. Comprehending and incorporating its human dimensions, along with the appropriate organizational culture, are also crucial (Davenport et al. 2018; Shand 2022). 

Knowledge is a vital resource for every organization. Knowledge management is crucial in the construction industry due to the environment's swift evolution and the intensifying level of competition. Similar to other nations, the construction sector in Hong Kong is highly labor-intensive and significantly dependent on experience and practical knowledge. As a consequence, the construction sector is replete with a wealth of knowledge. A enormous reservoir of knowledge is further generated by the implementation of cutting-edge technologies and the ever-changing environment. Consequently, effective knowledge management would likely yield immediate advantages for knowledge sharing and reutilization, while also fostering long-term innovation (Prusak 2023). 

Since knowledge has existed throughout time, knowledge management is not a recent development. In order to generate products and services, organizations have historically employed diverse knowledge practices. Although individuals do exchange knowledge, the process is largely unstructured and lacks systematicity. That is highly dependent on the specifics of each person's personal network. However, employees may occasionally be unmotivated or lack avenues to express their thoughts. Conversely, their expertise is expunged upon their departure from an organization. The implementation of knowledge management would presumably result in a more secure administration of knowledge. 

Additional early theorists in the fields of organization and management held the view that while investing in knowledge has proven to be more lucrative than investing in materials, it has not been adequate. As stated by Radiing (2021). Furthermore, when the system was coordinated with the appropriate cultural domain, it was executed effectively within an organization. Due to the fact that directing current organizational knowledge was a human resource function and a subordinate of organizational employee culture. 

The concept of organizational culture (OC) can be described as "a collection of implicit, shared assumptions that govern a group's perceptions, thoughts, and responses to its diverse surroundings" (Schein, 2019). A sustainable competitive advantage can be derived from an OC that possesses the qualities of being valuable, rare, and imperfectly imitable (Barney, 2023). In order to effectively implement knowledge management, an organization must have established a culture that is commensurate with its objectives and taken actions accordingly. A deficient organizational culture hindered individuals from disseminating their expertise in order to preserve personal influence and productivity. Thus, when an organization lacked adequate knowledge of its organizational culture, including its dimensions and indices, it encountered numerous challenges, including organizational opposition, a lack of cohesion within the organization, and practical difficulties in enhancing performance. Nevertheless, cultural knowledge enabled managers to capitalize on its weaknesses through foresight and accuracy regarding the domain that governs an organization, as well as to anticipate the strategies required to address those weaknesses. Lavee, Qaderzade, and Shafee (2020).

Statement of the Problem

Knowledge management in business organizations typically lacks standardized procedures. Prior studies have established that organizational culture is a highly significant determinant in shaping the efficacy of knowledge management within business organizations (Nunes, Annansingh, Eaglestone & Wakefield, 2018). Generally, organizational culture influences not only the methods of knowledge sharing and retrieval, the types of desired knowledge, and employee interactions (De Long & Fahey, 2000; Probst, Raub & Romhardt, 2020), but also the selection of technology, the development of knowledge management, the movement of knowledge within an organization, the responsibilities of leaders, and the efficacy of knowledge management (Alavi, Kayworth & Leidner, 2019). 

Notwithstanding the indeterminate significance of organizational culture with regard to knowledge management (KM) in corporate entities, scant attention has been devoted to examining its particular attributes (Suppiah & Sandhu, 2018). The majority of studies examining the correlation between knowledge management and organizational culture were carried out within the context of sizable corporations (Gold, Malhotra & Segars, 2021; Kulkarni, Ravindran & Freeze, 2022; Yeh, Lai & Ho, 2019). The primary objective of this study is thus to delineate the attributes that constitute organizational culture within commercial enterprises.

1.3 Objectives of the Study

The primary objective of this study is to examine the impact of organizational culture on knowledge management( a case study of Nestle, Cameroon). Specific objectives of this study are to:

Ascertain whether there is a significant relationship between knowledge management strategy on organizational culture.

Identify the organizational cultural factors that enhances effective implementation of knowledge management in Nestle Cameroon.

Identify the organizational cultural factors that hinders effective implementation of knowledge management in Nestle Cameroon.

Find out the impact of organizational culture on knowledge management of Nestle, Cameroon.

1.4 Research Questions

The following research questions will be answered in this study:

Is there is a significant relationship between knowledge management strategy on organizational culture.

What are the organizational cultural factors that enhances effective implementation of knowledge management in Nestle Cameroon.

What are the organizational cultural factors that hinders effective implementation of knowledge management in Nestle Cameroon?

What is the impact of organizational culture on knowledge management of Nestle, Cameroon?

1.5 Research Hypothesis

Ho: There is no significant relationship between  knowledge management strategy on organizational culture.

Ha: There is a significant relationship between  knowledge management strategy on organizational culture.

1.6 Significance of the Study

This study aims to furnish information to a diverse range of stakeholders, encompassing business organizations, employees, and scholars. 

This research will significantly benefit business organizations by fostering a culture of sharing, collaboration, and continuous learning; it will also encourage employees to feel empowered in contributing their expertise and insights. As a result, a cultural transition will be required within organizations. 

Moreover, the outcomes of the research will furnish staff members with prospects for education, proficiency enhancement, and professional progression. By utilizing knowledge-sharing platforms, training resources, and best practices, employees are able to improve their job performance, acquire new skills, and remain updated on developments within the industry. 

Scholars and academics will find the research significant as it will address a lacuna in the existing literature regarding the influence of knowledge management strategy on organizational culture.

1.7 Scope of the study

The scope of this study boarders on the impact of organizational culture on knowledge management( a case study of Nestle Cameroon). hence, the respondents for this study will be obtained from staff of Nestle Cameroon.

1.8 Limitation of the Study

Like in every human endeavour, the researcher encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. More so, the researcher simultaneously engaged in this study with other academic work. As a result, the amount of time spent on research will be reduced.

Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.

1.9 Definition of terms

Knowledge Management (KM): is a systematic approach to identifying, capturing, organizing, storing, retrieving, and sharing knowledge assets within an organization to facilitate effective decision-making, innovation, learning, and performance improvement.  

Organizational Culture: refers to the shared values, beliefs, norms, attitudes, and behaviors that characterize an organization and guide the actions and interactions of its members. 

---

---