Running Head: CREATING A KNOWLEDGE MANAGEMENT CULTURE

Creating a Knowledge Management Culture: The Role of Task, Structure, Technology and People in Encouraging Knowledge Creation and Transfer

Tracy A. Hurley and Carolyn W. Green
Texas A&M University-Kingsville, San Antonio
1400 W. Villaret
San Antonio, TX 78224
210-921-5559
thurley@tamuk.edu carolyn.green@tamuk.edu Creating a Knowledge Management Culture: The Role of Task, Structure, Technology and People in Encouraging Knowledge Creation and Transfer

Abstract
Knowledge Management (KM) has been discussed as being a critical component in an organization's ability to sustain a long-term competitive advantage. Although numerous research studies suggest components of an effective KM program, few test the models proposed. This study uses Leavitt's (1965) model of organizational change as a framework to assess the components necessary to develop and sustain an effective KM culture. A factor analysis supports the importance of Leavitt's four factors -- task, structure, technology, and people - as contributing significantly to a KM culture. In addition, construct validity of a KM culture was also found.
Creating a Knowledge Management Culture: The Role of Task, Structure, Technology and People in Encouraging Knowledge Creation and Transfer

Knowledge Management (KM) has been defined as “…the process by which an organization creates, captures, acquires, and uses knowledge to support and improve the performance of the organization (Kinney, 1998). KM has recently been discussed in several key articles (Alavi & Leidner, 2001; Nonaka, Toyama, & Konno, 2001; and Grant, 2001). KM processes can be broadly characterized as consisting of knowledge creation activities and knowledge transfer activities. Interest in KM has grown because of the belief that the creation and transfer of knowledge is essential to long-term organizational effectiveness.
Knowledge Creation and Transfer Polanyi (1964)