KNOWLEDGE MANAGEMENT PRACTICES

Proceedings of ASBBS

Volume 17 Number 1

KNOWLEDGE MANAGEMENT PRACTICES:
ROLE OF ORGANIZATIONAL CULTURE
SAEED, TAHIR, Ph.D (Management)
Director Medical Services, Pak Telecom Company, Islamabad, Pakistan.
E-Mail: [e-mail]
Phone No. 92-51-2294452

TAYYAB, BASIT, Ph.D (Management)
Associate Professor, Qauid-i-Azam University Islamabad, Pakistan.
E-Mail: [e-mail]

M. ANIS-UL-HAQUE, Ph.D
Associate Professor, Qauid-i-Azam University Islamabad, Pakistan.
E-Mail: [e-mail]

AHMAD, H. MUSHTAQ, Ph.D
Assistant Professor, Bahria University, Islamabad, Pakistan.
E-Mail: [e-mail]

Chaudhry, Anwar U., M.D
Assistant Professor, Department of Mathematics and Natural Sciences, Fresno, California, USA.
E-Mail: [e-mail]

ABSTRACT
Today, the key global pressure on management practices is knowledge identification, creation, innovation, dissemination, and development of talent. Workforce diversity in globalized business reflects a multitude of cultural and ethnic backgrounds necessitate aligning corresponding differences in knowledge management practices. Keeping in view the theoretical and empirical importance, the present study investigates the predicting role of culture attributes (Collaboration, Formalization, Trust and
Learning) with reference to knowledge management practices (Knowledge Creation). The study was carried out on purposively selected sample of 813 corporate sector employees at different managerial positions. They were administered questionnaires including Organizational culture scale (OCS) and
Knowledge Management Practices Scale (KMPS). Multiple regression analysis results revealed that
Collaboration, Formalization and Trust significantly predict Knowledge Management Practices.
Furthermore, ANOVA showed significant difference with reference to levels of managerial positions and knowledge management process. Study limitation, future research and implications are discussed.
Key Words: Knowledge Management

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