Linking knowledge processes with firm performance: organizational culture

Herbert Nold

90 citations0/0 files storedJournal of Intellectual Capital

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Organizational Learning and Leadership Innovation and Knowledge Management Management and Organizational Practices

Abstract

Purpose The purpose of this paper is to report the results of a matched sample comparison group study of elements of organizational culture that enable knowledge processes to drive superior firm performance. Design/methodology/approach A matched sample comparison group approach was used to compare firm performance among matched pairs of public companies. Companies demonstrating high levels of trust (benchmark group) were matched with firms of similar size in the same industries demonstrating lower levels of trust (control group). Findings The benchmark group generated significantly superior value, operating performance, and had higher average annual growth rates than matching firms in the control group. Firms with higher relative levels of trust embedded in the organizational culture are more likely to outperform similar firms with lower levels of trust. Research limitations/implications The findings are based on surveys and financial performance of companies with securities traded on stock exchanges in the USA and may not represent other organizational forms, other geographic, economic, or cultural environments. Practical implications This study begins to identify a link between knowledge management, organizational learning, and knowledge creation (collectively knowledge processes) with firm performance. Social implications Identifying elements of organizational culture that link knowledge processes with firm performance is essential to developing a leadership model that reinforces enabling cultural attributes. Originality/value Many researchers have identified a lack of empirical research linking knowledge processes with firm performance. This study begins to fill the research gap with evidence that elements of organizational culture, specifically trust, enable firms to convert knowledge and learning initiatives into tangible performance recognized by financial markets.

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References

1991The fifth discipline, the art and practice of the learning organization 1994A Dynamic Theory of Organizational Knowledge Creation 1993Organizational culture and leadership 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998Working knowledge: how organizations manage what they know 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 2000A Resource-Based Perspective on Information Technology Capability and Firm Performance: An Empirical Investigation1 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation

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