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dc.contributor.authorMemon, Salman Bashir
dc.date.accessioned2018-07-27T15:39:06Z
dc.date.available2018-07-27T15:39:06Z
dc.date.issued2015
dc.identifierET1827
dc.identifier.citationMemon, S. (2015) Relationship between organisational culture and knowledge creation process in knowledge-intensive banks, no. 367.
dc.identifier.urihttps://eresearch.qmu.ac.uk/handle/20.500.12289/7313
dc.description.abstractDeployment of knowledge as a factor of production appeared to be a 'centre of gravity' for management science researchers from which the organisational strategy and policy of knowledge 'exploration' and 'exploitation' is likely to be devised in the new knowledge economy. Nonaka and Takeuchi's knowledge creation process model provides a distinctive framework in management and organisation studies that broadly covers the knowledge sharing and creation process. The process of organisational knowledge creation in Japanese and Western organisations is thoroughly investigated. In spite of the 'universal applicability' of the SECI model as acclaimed by Nonaka, no such research has been carried out in any of the developing countries like Pakistan. Also, in spite of the recognition of the influence of culture on effective knowledge management implementation, knowledge management practices, and knowledge sharing, management and transfer the relationship between organisational culture and specific knowledge management processes were not investigated. This thesis contributes to the body of knowledge management literature on the relationship between organisational culture and knowledge creation process based on socialisation, externalisation, combination, and internalisation. A sample was drawn from 50 branches of three knowledge-intensive commercial banks in Karachi. Before examining the hypothesised relationship between organisational culture and knowledge creation processes based on 'internally focused' and 'externally focused' organisational culture factors, the separate confirmatory factor analysis provided the evidence of the latency of both knowledge creation and organisational culture constructs developed by a researcher using IBM AMOS v19. Results indicate that, in terms of 'internally focused' culture, the result have improved our perspective of the knowledge creation process in the context of an organisation that has the ability to keep focusing on the internal integration of systems, structures, and processes through employee and customer satisfaction. Moreover, in terms of 'externally focused' culture, the result have improved our perspective of the knowledge creation process in the context of organisations that keep focusing on adapting and changing in response to the prevailing environmental threats and opportunities.
dc.format.extent367
dc.publisherQueen Margaret University, Edinburgh
dc.subjectSeci
dc.subjectKnowledge Creation
dc.subjectOrganisation Culture
dc.subjectMixed-Methods Study
dc.subjectKnowledge-Intensive Pakistani Banks
dc.subjectConfirmatory Factor Analysis (Cfa)
dc.subjectStructural Equation Modelling (Sem)
dc.subjectInductive Content Analysis.
dc.titleRelationship between organisational culture and knowledge creation process in knowledge-intensive banks
dc.typeThesis
dcterms.accessRightspublic
dc.description.facultysub_beh
dc.description.ispublishedunpub
dc.description.eprintid1827_etheses
rioxxterms.typeThesis
dc.description.statusunpub
dc.type.qualificationlevelDoctoral
dc.type.qualificationnamePhD Doctor of Philosophy


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