The impact of information culture on managing knowledge A double case study of pharmaceutical manufacturers in Taiwan

Abstract

Purpose Although knowledge management (KM) concepts and systems have been widely adopted by some pharmaceutical companies in developed countries, most Taiwanese pharmaceutical manufacturers are still pondering the implications of going down the route of KM strategies and solutions. The purpose of this paper is to assess how organizational information culture is connected with the company’s approach to knowledge management. Design/methodology/approach A qualitative study using in‐depth‐interviews analyzed through the case study methodology. Findings The results show that the information cultures of Taiwan pharmaceutical manufacturers are hostile toward KM. In addition, manufacturers are daunted by concerns about the financial investment required, and the compatibility and interoperability of such systems. Research limitations/implications These research findings could be explored in wider organizational contexts and in different information cultures. Practical implications This paper identifies key obstacles to implementing KM for the pharmaceutical manufacturers in Taiwan, in particular a correlation with inhibiting information cultures. Originality/value The study concludes that the fundamental and most economic solution to the KM problems of the industry would to deal with its ‘unreceptive’ atmosphere by refining and cultivating the appropriate information dimensions of their organizational culture.

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