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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JANURAY 2011
VOL 2, NO 9
culture could be a major obstacle for application of mental capitals. Understanding of culture's
impact on knowledge and applying of it in finding a proportion between culture and
knowledge is essential in each organization. Culture affects the manner of decision making,
management style and behavior models in the organization.
Eisenhart (2001) states that successful collection and sharing of knowledge could not occur in
an environment that is depended on opposition or hostility. Individuals are competing in such
environment against each other and feel they will endanger their situation and security by
transferring of their knowledge to others. He recommends that general strategy of a company's
knowledge management includes managers who encourage knowledge sharing behavior
inside and across the organization actively, so that various specialists will be inclined to share
what they know. Ma Dermott (1999) introduces basic conditions for sharing of knowledge.
Knowledge is different from information, thus sharing of it requires a different collection of
concepts and tools. He suggests us to specify a society interested in a subject instead of
identifying of needs and informational tools and then increase capability of this society for
thinking with each other. Especially for sharing of knowledge the organization must be
focused on a society which owns knowledge and those who use this knowledge. In other
words, no attention must only be paid to knowledge. De Long and Fahey (2000) discuss about
three related topics that are vital in observing of culture as a magnifier in order to perceive
knowledge dissemination that is, (who controls it, what knowledge and where they are
located). Elliot and O Dell (1999) introduce four enablers which are important and vital for
success of knowledge management (culture, technology, substructure and measurement).
They emphasize that each of these four cases is necessary to achieve a permanent success. Lee
(2000) writes that: "inclusion of human's collaboration and help is the factor that distinguishes
knowledge from corresponding data and information with it and this adds more value to the
individual to whom knowledge is transferred". The new business model of knowledge
management is differentiated with a historical viewpoint that is the closeness of knowledge to
request for using of it. Kliala (2000) writes knowledge management is related with
programming for change, re-evaluation of job and changing of job evaluation method. He also
states that change will be created as the result of such conversion in working method and
leadership definition. Knowledge management exists when executive managers obtain
necessary insight for controlling of their business and how they formalize such insight. Gupta,
Lyer and Aronson (2000) mention "knowledge management is a process in which creating,
saving, retrieving and disseminating of information and specialty in an organization have to
do with supporting and improving of its commercial operation". Nonanka and Takeuchi
(1995) have offered four phases that are usually applied for knowledge management in
organizations:
i. Socialization: sharing of experiences through observation, imitation and exercise.
Socialization is usually occurred by aid of holding of educational workshops,
seminars, conferences and training.
ii. Capture: converting of implicit knowledge (i.e. what has been learnt in an educational
workshop) to explicit knowledge (i.e. written report).
iii. Dissemination: copying and disseminating of explicit knowledge.
iv. Internalization: process of experiencing knowledge by aid of an explicit resource, it
means a person who can mix the experience of educational workshop' studying with
previous experience.
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