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Muhammad Faisal Bin Md Shahimi

2010100559

Summary of chapter 9

The comprehension of enabling knowledge contexts and networks entails on the explain the

distinctions between organizational culture and organizational climate, understand the surface

manifestations and deeper aspects of organizational culture, discuss different approaches to

developing knowledge-sharing culture and apply the notion of communities of practice to

organizations.

In the parallel to building or construct bridges for success ask why collaboration is crucial to

emphasize first for all is the rise of partnership strategies. These relations allowed individual

companies to pull together the breadth of talent and experience required to bring major drugs to

the market. The focus on working with partners has forced the companies in this sector in hone

their partnership skills and build their collaborative capabilities. Moreover, the knowledge

economy which innovations arise as the result of the collective experience and conversations of

groups of people for instance the working styles of Generation Y.

Apart from, advances in collaborative technology also factorize as I will show, many of the

collaborative experiences in companies take place in highly complex forms that rely on advanced

technology to support them especially the complex nature of collaboration relies on variant

types of collaboration. Then, in the scope of supporting complex collaboration in highlight of a

culture of collaboration four were most important which is leadership role modeling, support a

culture, individual reward structure removed and collaborate in more information ways, hence

focus on the competencies of people and the task itself.

The ongoing challenges of collaboration first to understand how technology can support complex

collaboration. A second challenge while some of the competencies that we have already will beuseful, others need to be realigned and adjusted.

At a glance, preface is the failure of many information or knowledge management systems is

often as a result of cultural factors rather than technological oversights. To the puzzled inquirer,

this chapter is about gaining some clarity about the notion of culture and its historic roots in the

organizational climate literature. We explore the variety of surface manifestations of culture in

organization the so as to better understand the emerging literature in knowledge-sharing cultures.

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Organizational climate is the static or temporary phenomenon found in norms and organizational

artifacts that can be determined through traditional survey-based approaches. In contrast,

organizational culture is the result of processes that arise from dynamic interactions between

individuals or members of a social system.

Meanwhile, in term of norm, artifacts and symbols they can vary along two dimensions(OReilly 1989) expressed the intensity of approval or disapproval attached to an expectation and

degree of consistency with which a norm is shared. When great intensity and consensus exist in

an organization, this leads to a strong culture where organizational members share a common set

of expectations. Artifacts also provide us with shared systems of meaning that construct

organizational life. They can exist as material objects, physical layouts, technology, language

and behavior patterns as well as procedures and practices in organizations (Brown 1998).

Symbols are rich in meaning and can occur as a word, a statement an action or a material

phenomenon importance.

To conclude briefly related to these topic as well as expressing the importance of norms, artifactsand symbols in providing explicit clues to a given culture and how knowledge management

interventions can be aligned to the prevailing culture. Then, the development of core values that

guide every action and decision in a company to prevent them from becoming meaningless and

generating cynicism with senior management.

Besides that, the different approaches to measuring culture fall into typing surveys or profiling

surveys such as effectiveness surveys, descriptive surveys and fit profiles. Even the debates

related to knowledge-sharing culture arising from the promotion of different forms of Ba

(space) in the knowledgeconversion process or the development of cooperative cultures

through the values of care or the result of an interplay or dialectic between cooperative andcompetitive cultures. Last but not least, communities of practice as informal, self-selecting

groups that are open-ended, without any deliverables. They play an important role in embedding

tacit knowledge cognitively and socially through storytelling and narratives shared regularly

between actors.