Organisational culture and knowledge management: an empirical study in Finnish project-based companies

Mian M. Ajmal and Petri Helo

International Journal of Innovation and Learning, 2010, vol. 7, issue 3, 331-344

Abstract: The purpose of this paper is to provide an empirical source for understanding how the cultural artefacts in project-based organisations affect Knowledge Management (KM) activities. The paper primarily provides a theoretical investigation identifying the key concepts within the literature. Then, it follows an empirical analysis based on a questionnaire. Findings are obtained from the data analysis by applying statistical methods. It appears from the findings that organisational culture artefacts have significant effects on KM in project-based organisations. The study findings are restricted to Finnish project-based companies. Therefore, findings can be further tested within other group of companies situated outside Finland. Project managers should fully concentrate on organisational culture artefacts in order to press forward KM practices in their projects. This article offers various findings showing how organisational culture links with KM activities particularly in project-based environments.

Keywords: cultural artefacts; organisational culture; knowledge management; KM; innovation; learning; Finland; project management. (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijilea:v:7:y:2010:i:3:p:331-344

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