1. Organizational culture, tasks, and knowledge sharing
Knowledge management
Organizational culture, tasks, and knowledge sharing

2. Organizational culture
 a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.
At the same time although a company may have their "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team.
R&D function may have a different culture from sales and marketing

3. Organizational culture
Shared beliefs, values and assumptions held by members of an organization.
Amplified by the behaviors of leaders
Embedded in a network of organizational practices
Evident in the behaviors of individuals
Visible in the way that work gets done on a day-to-day basis

4. How employees learn culture
Stories
Rituals
Material symbols
Building, interiors, furniture
Language
Unique terms to describe equipment, offices, key personnel, or products…

5. How Organization Cultures Form
Top management
Philosophy of organization’s founders
Selection criteria
Organization culture
Socialization
Prearrival
Encounter
Metamorphosis
Results: productivity, commitment, and turnover.

6. The dimensions of organization’s culture
Innovation and risk taking
Whether employees are encouraged to be innovative and take risks
Attention to detail
Whether employees are expected exhibit precision, analysis and attention to details
Outcome orientation
The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes
For decades, engineers at the St. Paul, Minnesota, company have spent up to 15 percent of work hours on their own projects, playing with ideas that have nothing to do with their job's mission. This unwritten rule of 15 percent dream time is so ingrained at 3M that "you can feel it right down to your toes," as one scientist put it.
3M bets heavily that informal, bottom-up scientific percolation will lead to profitable products, a wager reflected in its demands that 30 percent of each division's sales come from products less than four years old. And, of course, experimentation begets innovation. The 15 percent rule works a remarkable amount of the time; the best-known success story is scientist Art Fry's creation of Post-its while trying to create bookmarks that would stay put in the church choir's hymnals. By combining various paper coatings with a 3M colleague's adhesive invention, he made the first sticky notes.
John Martens, a scientist in 3M's industrial specialties division, says the 15 percent idea is "more of a philosophy that says you [can] pursue ideas of your own making.... And they can be totally outside what 3M is currently involved in."

7. Dimensions of organizational culture cont.
People orientation
The degree to which management decisions take into consideration the effect of outcomes on people within the organization
Team orientation
The degree to which work activities are organized around teams rather than individuals
Aggressiveness
The degree to which people are aggressive and competitive rather than easygoing
Stability
The degree to which organizational activities emphasize maintaining the status quo in contrast to growth
NTU The Fu-bell

8. More dimensions of organizational culture
Sociability
The emotional and non-instrumental relations which exist within an organization
The friendliness among members of a community
Forster teamwork, promotes information sharing, and creates an openness to new ideas.
Solidarity
The degree to which members of an organization share goals and tasks
Makes it easy for them to pursue shared objectives quickly and effectively, regardless of personal ties
Same enemy

9. People here try to make friends and to keep their relationships strong
To assess your organization’s level of sociability, answer the following questions:
People here try to make friends and to keep their relationships strong
People here get along very well
People in our group often socialize outside the office
People here really like one another
When people leave our group, we stay in touch
People here do favors for others because they like one another
People here often confide in one another about personal matters

10. Work gets done effectively and productively
To assess your organization’s level of solidarity, answer the following questions:
Our group (organization, division, unit, team) understands and shares the same business objectives
Work gets done effectively and productively
Our group takes strong action to address poor performance
Our collective will to win is high
When opportunities for competitive advantage arise, we move quickly to capitalize on them
We share the same strategic goals
We know who the competition is

11. Organizational cultures and knowledge sharing

12. How does it define success?

14. Tribal leadership

15. • Stage One: The stage most professionals skip, these are tribes whose members are despairingly hostile—they may create scandals, steal from the company, or even threaten violence. • Stage Two: The dominant culture for 25 percent of workplace tribes, this stage includes members who are passively antagonistic, sarcastic, and resistant to new management initiatives. • Stage Three: 49 percent of workplace tribes are in this stage, marked by knowledge hoarders who want to outwork and outthink their competitors on an individual basis. They are lone warriors who not only want to win, but need to be the best and brightest. • Stage Four: The transition from “I’m great” to “we’re great” comes in this stage where the tribe members are excited to work together for the benefit of the entire company. • Stage Five: Less than 2 percent of workplace tribal culture is in this stage when members who have made substantial innovations seek to use their potential to make a global impact.