Impact of Knowledge Management Practices And Organizational Culture On Organization Performance: A Study Of Public Sector Organizations Of Pakistan

Syed Saqlain Raza, Usman Ghani andMuhammad Kamran Rafique

Hamdard Institute of Management Sciences (HIMS), Hamdard University Islamabad

Abstract: Today’s vibrant corporate environment emphasizes organization for speedy implementation of knowledge management practices (KMP). Public sector organizations in Pakistan are rich with tacit knowledge, diversified culture and these public sectors units are now being shifted from their conventional setups to knowledge captivating setups. The study explores the impact of KMP, organizational culture (OC) on organizational performance (OP). The target population was (N=160). The sample size (n=117) was determined by using Krejcie and Morgan table of 1970. McKinney et al. (2002) and DeLone and McLean (2003) questions were adapted for preparing questionnaire of sharing tacit knowledge. Rasula et al. (2008) questions for measuring information technology, organizational culture and performance were also used. A five point likert scale was used to measure the responses. Result indicated (r=0.892, p<0.001) significant relationship of Knowledge Management Practices and Organizational Culture on Organizational Performance. The research also suggested the implication and future research directions.

Keywords: Information Technology, Sharing Tacit Knowledge, Culture, and Performance..