The Relationship Between Organizational Culture and Knowledge Management in Tequila Companies from Mexico

Ramírez, Marco Alberto Núñez; Amezaga, Teodoro Rafael Wendlandt; Medina, María Trinidad Álvarez

doi:10.3991/ijac.v9i1.5748

Cited by 8 publications

(8 citation statements)

References 17 publications

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“…Some authors have found a significant relationship between OC and KM (e.g., (Jassawalla and Sashittal, 2002;Lai, 2002;Glibsy and Holden, 2003;Lin and Lee, 2004;Lai and Lee, 2007;Palanisamy, 2007;Wang et al, 2011)). In Latin America, these variables have been studied from a theoretical (e.g., (Pérez and Coutín, 2005;Rojas, 2012)) and empirical perspective in Colombia (e.g., (Quiroga, 2007;López et al, 2011;Marulanda et al, 2016)) and Mexico (Nuñez et al, 2016).…”

Section: Organizational Culture (Oc) and Knowledge Management (Km)mentioning

confidence: 99%

“…Firstly, for the measurement of OC, an Organizational Culture Assessment Instrument (OCAI) was administered in its Spanish version, which is composed by 24 items, based on Cameron and Quinn (2006) To verify the reliability, which refers to the degree of consistency of an instrument, the Cronbach's α test was used (Hair et al, 2004). Both questionnaires were validated, where satisfactory results were reported in terms of reliability for the OC (Cameron and Freeman, 1991;Zammuto and Krakower, 1991;Choi et al, 2010;Strack, 2012) and KM (Mihi et al, 2011;Nuñez et al, 2016).…”

Section: Measurement Instrumentmentioning

confidence: 99%

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Untitled

2020

Asian Economic and Financial Review

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Intangible assets, especially knowledge and culture management, have been traditionally considered by various companies as valuable resources that can be used to generate a competitive advantage. However, it is unclear how these assets work handin-hand-and which type of culture is the most appropriate for the development of knowledge. This study aims to analyze whether or not both flexible and rigid cultures can be implemented by companies in order to promote the development and transfer of knowledge within an organization. A sample of 167 companies from Mexico and Bolivia was obtained, applying a quantitative and correlational investigation. Using Pearson correlation and stepwise regression, it was found that these variables are positive and significant, and that there is a moderate effect of the rigid organizational culture in the relationship between flexible culture and knowledge management. From a holistic perspective, both cultures-flexible and rigid-are necessary as a means to improve the development and transfer of knowledge among employees within an organization. Contribution/Originality: This paper analyzes the moderating effect of rigid culture on the relationship between flexible organizational culture and knowledge management in Bolivian and Mexican organizations, finding that rigidity plays an important role in the development of knowledge in countries where bureaucracy is the predominant organizational culture.

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Section: Organizational Culture (Oc) and Knowledge Management (Km)mentioning

confidence: 99%

Section: Measurement Instrumentmentioning

confidence: 99%

Untitled

2020

Asian Economic and Financial Review

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“…OC has been studied in relation to individual-level outcomes (such as job satisfaction, organizational commitment, and turnover intention) (Salman et al , 2014), financial and social performance (Tanriverdi et al , 2016), safety and health (Živkovića and Ivanovab, 2016), and organizational structure (Csaszar, 2012). Barney’s well-known resource-based view recognizes OC as a key component to provide a competitive advantage to organizations (NuñezRamírez et al , 2016). In addition, it has a direct impact on the innovation strategy of organizations (Naranjo-Valencia et al , 2011).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…Management research tends to focus on the nature and consequences of managerial actions whereas business research primarily focuses on the determinants of corporate performance (Easterby-Smith et al , 2012). In the complex and dynamic environment in which businesses function today, the culture of an organization is recognized as a crucial dimension that can either be an asset or a hindrance in shaping behavior in organizations and in achieving long-term organizational success (NuñezRamírez et al , 2016). As such, developing knowledge and understanding of organizational culture (OC) becomes increasingly important.…”

Section: Introductionmentioning

confidence: 99%

Organizational culture: a foundational perspective

Pietersen

2017

AJEMS

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Purpose The purpose of this paper is to perform a typological analysis of research orientations in the field of organizational culture (OC) in order to provide a broad, original perspective on the nature of research in this field, beyond the current quantitative/qualitative dichotomy. Design/methodology/approach Documentary analysis, consisting of a content analysis of an appropriate and conceptually convenient selection of 200 source publications, was conducted. The analysis was performed in terms of four fundamental knowledge orientations and methodologies. Findings An analysis and description of the chosen set of examples for each of the four types of knowledge showed that, as with other areas in the field of organizational behavior and management (and also other scholarly disciplines), the typology finds clear expression in the area of OC. Research limitations/implications In view of the aim and originality of the present paper, the sample size employed is not a worrying factor as sufficient and clear examples of each of the four basic types of research orientations have been provided. It is recommended that the broadly applicable knowledge (and by implication research) orientations that were introduced here, be considered by OC researchers. The analysis of fundamental approaches to research provides an inclusive perspective on the nature of different ways of studying and understanding OC. This should assist in expanding both scholarly and practitioner horizons. It is concluded that the analysis of research in the field of OC in terms of fundamental types of human knowledge provides a unique and expanded view on research in this area. Practical implications All stakeholders in the field of human resource management could benefit from taking cognizance of a broader perspective of knowledge development in the field of OC. The four-fold framework could also be utilized as a valuable source for restructuring and teaching of research methodology programs and courses in institutions of higher education, especially concerning the general need for greater attention to: theoretical (type I), and evaluation (type IV) research in management and organizational behavior. Originality/value The analysis of fundamental knowledge orientations provides an original and encompassing perspective on the nature of different approaches to the study and understanding of OC.

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“…Leadership and organizational development dynamic environment businesses function today (NunezRamirez et al, 2016). Using the current lack of broader conceptual and methodological perspective in the organizational culture literature as a point of departure, Charlotte used an approach that has not been followed before, that is, using a number of sources with a primary focus on each of the following four identified types of basic knowledge orientations: Type I (culture theory research), Type II (culture science research), Type III (culture narrative research) and Type IV (culture development research).…”

mentioning

confidence: 99%

Guest editorial: leadership and organizational development in Africa

Sanda

2017

AJEMS

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Purpose The purpose of this paper is to preview contributions on leadership and organizational development in the African context, covered in this special issue of the African Journal of Business and Economic Studies. Design/methodology/approach Summaries of the underlying theoretical/conceptual and/or empirical frameworks, as well as key findings for each paper, were outlined in order to provide insights of each paper’s thematic contribution. Findings Paper 1 identified four basic modes of understanding organizational culture which provides a unique and expanded view on pursuing research in the field. Paper 2 found that managers use authentic and transactional leadership skills to cultivate and nurture the creativities of employees toward increased performances. Paper 3 found the interaction between authentic leaders and followers as inducing high levels of moral and ethical behaviors in followers. Paper 4 found that employee engagement and affective commitment minimize employees’ attrition, irrespective of leadership styles. Paper 5 found that, managers can enhance organizational development by creating an atmosphere for innovation development, and being involved in its implementation. Paper 6 found that leaders who are emotionally intelligent positively evoke subordinates’ citizenship behaviors. Paper 7 identified three distinct and interrelated archetypes of managerial role preferences (i.e. change agents, affective leaders, and result-oriented realists) needed by leaders in their administrative practices. Originality/value The papers provide new insights, in terms of thematic learning and knowledge, which add to the understanding of the contemporary Afrocentric perspective on leadership and organizational development, especially, the dialogue of management activities that promote the relational, critical and constructionist perspectives on leadership and organizational development.

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The Relationship Between Organizational Culture and Knowledge Management in Tequila Companies from Mexico

Cited by 8 publications

References 17 publications

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Organizational culture: a foundational perspective

Guest editorial: leadership and organizational development in Africa

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