Implications of Culture in Implementing Knowledge Management
Dr. James A. Albers, Thad Barnowe.
Organizational culture and national culture can enhance or inhibit the success of efforts to implement knowledge management in organizations. Developing a successful knowledge management system depends on recognizing and managing cultural values and practices throughout the change and implementation process. This paper discusses the impact of organizational and national culture at different steps in the knowledge management implementation process, and provides a framework (or mechanisms) for managing change to create knowledge management cultures.
Presenters
Dr. James A. Albers
(United States)
Faculty Fellow, Technology & Innovation Management
School of Business
Pacific Lutheran University
School of Business
Pacific Lutheran University
Dr. Albers has 30 years experience in the development and management of high technology with collaborations between the United States and international industry, government agencies, and universities. Dr. Albers has led the development of the Technology & Innovation Management Program in the School of Business at Pacific Lutheran University (PLU). As a senior executive at NASA, he was detailed to PLU to establish an MBA in Technology & Innovation Management for the Pacific Northwest.
He is currently a Faculty Fellow in Technology & Innovation Management in the School of Business at Pacific Lutheran University, Head of Albers Consulting Services and has been a senior consultant with the Carlson Group. Consulting specialties include business restructuring, strategic management, innovation and change management, technology assessments and value creation, process improvements and re-engineering, technology commercialization, knowledge management and information systems management.
His educational background includes an MBA in Management from Golden Gate University; Ph.D. in Mechanical Engineering from Michigan State; MS in Engineering Science from the University of Toledo; and a BS in Aeronautical Engineering from Parks College of St. Louis University. In addition, he has spent nine months at the University of Washington specializing in Science and Public Policy.
He is currently a Faculty Fellow in Technology & Innovation Management in the School of Business at Pacific Lutheran University, Head of Albers Consulting Services and has been a senior consultant with the Carlson Group. Consulting specialties include business restructuring, strategic management, innovation and change management, technology assessments and value creation, process improvements and re-engineering, technology commercialization, knowledge management and information systems management.
His educational background includes an MBA in Management from Golden Gate University; Ph.D. in Mechanical Engineering from Michigan State; MS in Engineering Science from the University of Toledo; and a BS in Aeronautical Engineering from Parks College of St. Louis University. In addition, he has spent nine months at the University of Washington specializing in Science and Public Policy.
Thad Barnowe
(United States)
Professor of Management
School of Business
Pacific Lutheran University
School of Business
Pacific Lutheran University
Dr. Barnowe has served as a Fulbright professor in China, Norway, and Poland. His research interests include personal value systems, comparative social capital, and the organizational changes that accompany transition from central planning. His teaching specialties include organizational development and change, international business, and human resource management.
Keywords
- Organizational Culture
- National Culture
- Knowledge Management
(Virtual Presentation,
English)