Trusting Culture on knowledge management (KM)
Trusting culture is 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. However, if the employees will be engaged in competition among themselves, then the trust will be inadequate as a measure of quality of information disseminated. This is due to the fact that, some employees may opt to alter the information in order to promote their individual image in the organization.
Trust also is associated with myriad behavior patterns. These mostly erupt as a result of the determinant factor of who owns the information. This associative feature of information ownership may establish new ways of relating among the employees. As a consequence of this, diverging kinds of conflicts emerge among the various groups or segments of employees. Therefore, the output performance of individual employees decreases to a great extent. As a consequence of this, the overall performance of the organization declines.
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 also improve on individual level of performance. However, the kind 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.
Learning Culture on knowledge management (KM)
The various impacts of learning culture on knowledge management include effective sharing as well as interpretation of the generated information among the employees, different comprehension and elaboration of the information by the employees, determination of the major themes by the employees, and undivided perception of the disseminated information (King 2008). In addition to this, learning culture provides room for generation and adoption of any form of new information in an organization. Therefore, the organization take on attitude that results from failure, highly influences the generation and adoption of the information. For example, some organizations do tolerate some kid of failure while others do not condone failure at all. This failure is viewed as a major drawback to attaining the organizational goals. Thus learning culture introduces risks into the knowledge management.
In a learning environment, many employees lack morale due to the competition that exists among them. This in turn does not promote sharing of the crucial information needed. The employee who are involved in the various circumstances of failure, are mostly secluded by the others. As a result of this, they lack motivation to participate effectively in the...