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 be useful, 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.

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, artifacts and 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 knowledge conversion process or the development of cooperative cultures through the values of care or the result of an interplay or dialectic between cooperative and competitive 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.