Knowledge management: do we do what we preach?

Abstract

The aim of the case study reported in this paper was to provide a cultural audit of a university school as a typical knowledge-based organisation. The subjects were 24 academic staff members who participated in the study on the voluntary basis. The study found multiple cultures coexisting within the school. However, a fragmented type of culture characterised by the lack of social interaction and commonly shared goals among academics dominated. Contrary to popular belief within the knowledge management field, the study found that none of this diminished the school's competitive position. These findings suggest that there may not be one generic type of culture that ensures organisational success in knowledge society. Rather, success may be contingent upon how well culture fits the business environment in which it competes.