Trusting Culture on knowledge management (KM)
According to Strong and Weber (1998), a trusting culture is one that is characterized by actions and personal conducts, which discourage use of personal interests over group interest, and it incorporates positive attitude in regard to the conduct of others in the group. Trusting culture is a very reliable tool in knowledge management. This is attributed to the fact that the surrounding atmosphere is composed of trust, thus the quality of information being disseminated is high. King (2008) argues that, an overwhelming trust among employees in a firm or organization, yields good results for knowledge management. Thus the information sharing process is characterized by honesty, reliability and responsibility.
Trusting culture brings an element of competitive advantage to the organization. This is attributed to the fact that the information that is in circulation is very reliable and rich in terms of offering knowledge on how to improve the quality of services and goods. However, according to Li (2010), building a trust culture needs a link of one’s individual job responsibilities and knowledge sharing. This results into motivation of the employee to take part in the knowledge sharing, and improve on individual level of performance. But, the type of information shared is characterized with different kinds of individualism and sometimes it may be biased to an extent. Thus the goal of knowledge management is not achieved. Therefore, trusting culture may have a negative effect on knowledge management.
Holland (2010) on the case of banks, knowledge and crisis, argues that the system of bank learning is inadequate in developing individual character. This he supports by the use of the trait “greed”. Therefore, the extent of application of trusting culture is limited to personal moral conduct. Incase an employee is driven by the force of greed; he will not heed to the culture and will result to dishonest acts. This may be altering of the information for personal gains. On the other hand, the culture creates a coexistence of work relationship and information sharing by building a strong bond.
Learning Culture on knowledge management (KM)
Learning culture acts as a major strategy of competitive advantage. It demonstrates the capability and desire to embrace people and organization learning as a major component of business strategy. In knowledge management learning culture acts as an aid for identification of loop holes in the deficiency of crucial knowledge, this in turn helps in strategizing of ways of increasing the quality of knowledge of the different products and services for a given organization. Further, the culture helps the employees to gain access to the organization newly created information. This helps knowledge management in receiving immediate feedback of the created information, and thus possible amendments that need to be enacted are therefore imposed. The culture gives the knowledge...