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This chapter focuses on corporate cultures as critical focus points for the knowledge economy. The authors explain how culture is a crucial intangible asset in the hyperdynamic knowledge economy. The de facto business cultures in every organization – visible or invisible – are also discussed. The authors describe the four common types of business cultures – bureaucracy, market, clan, and fief. Finally, the importance of aligning culture and strategy is explained. In the event of culture, this chapter explains why culture will always prevail in any strategy-culture conflict. The chapter is supported by practical use cases.

This chapter describes public space exploration services’ business goals, purpose, and strategy. It reinforces space exploration organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. Next, the public service culture (Tier 2) is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in space exploration cultures. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in the space exploration landscape. Finally, the potential value and challenges of developing internal KLC cultures are explored.

This chapter defines a learning culture and discusses the relationship between knowledge and learning. The authors explain why learning is essential to bringing knowledge to life and incentivizing knowledge flows and use. The chapter addresses the interplay between knowledge and learning cultures. A key point in the chapter is the value of mistakes as learning opportunities. The authors explain how mistakes are viewed in the industrial economy and how this perspective impedes critical organizational learning. Specifically, we define mistakes, explain the double cognitive bias of mistakes, explain the tendency and impact of hiding mistakes, the side effects of double mistake bias, learn to learn from mistakes, and take on the challenge of reconciling mistake acceptance and avoidance. Finally, the chapter addresses the importance of cultivating a learning climate to realize your learning culture.

This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries.

This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden.

Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level.

The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.

The purpose of this paper is to identify the values that make up a knowledge‐friendly culture in the consulting industry, in which the implementation of in‐house knowledge management (KM) projects has positive performance outcomes.

An exploratory analysis and a structural equation model were used on a sample of 100 knowledge workers (managers and internal KM project managers) in the consulting sector.

The results of this study indicate that the values identified (trust, transparency, flexibility, collaboration, commitment, honesty and professionalism) bear a close positive relation to the success of the KM project implementation (innovation, employee satisfaction, capabilities, quality and productivity). These values are divided into three groups.

This research focuses on the consulting industry in Catalonia, Spain; further research will be required in order to apply the findings to other countries in the world.

The study provides a better understanding of the cultural success factor in knowledge management initiatives. It offers a significant and practical advance in terms of systematizing KM in organizations.

Knowledge management plays a crucial role in consulting companies, so it is necessary to determine the factors that contribute to its success, and particularly the factor of knowledge culture. However, few empirical studies have analyzed these values. The paper's main contribution is therefore identification of the core values of a knowledge‐friendly culture and their impact on performance.

The purpose of this paper is to demonstrate that the integration of intelligences plays a great role in changing the organisational and national culture and, in consequence, in changing governmental intelligence (GI). This paper investigates the impact of national culture (NC) and knowledge management (KM) on GI.

This paper explores the development of a culture knowledge intelligence model (CKI) to test a number of propositions through web-based survey methodology administered to 101 civil servants of two national public administrations, Brazil’s Planning Ministry and Germany’s Bundesanstalt. The data were analysed quantitatively through SPSS and SmartPLS (CFA and SEM). In this paper, the relationships between the variables (hypotheses) were empirically tested using structure equation modelling (SEM).

The high correlation between organisational/national culture on GI raises the discussion of these relationships in the academic community. The impact of organisational/national culture on GI is much higher in Brazil than in Germany. In opposition to Germany, in Brazil, the GI is more influenced by culture than by knowledge. This is related to the fact that German culture, in opposition to Brazil, is future- and performance-orientated, getting information from facts, books and statistics, instead of being people-oriented, getting the first-hand (oral) information. The major practical implication is to demonstrate the importance of integration of intelligences to improve GI.

The influence of NC on decisions of governments is paramount to understand failures in government decisions, mainly because of the difficulty of public leaders to learn by comparison and collaboration from a global, participative and integrative vision and action. Despite the importance of the relationship between NC and GI, this intuitive juxtaposition has not received attention in the literature.

The purpose of this paper is to investigate the correlation between ethical leadership (EL), collaborative culture (CC), knowledge-centered culture and employees’ behaviors toward knowledge sharing (KS) in Chinese firms.

The paper used structural equation modeling to examine the level of how EL, CC and knowledge-centered culture impact on tacit and explicit KS of employees via the data collected from 319 participants in 51 Chinese firms.

The research findings show collaborative and knowledge-centered culture mediates the relationship between EL and employees’ KS behaviors. It highlights the necessity of practicing EL style to develop a positive climate aimed at positively improving tacit and explicit KS of employees.

Future studies should focus on investigating the relationship between EL, CC and knowledge management process or the other variables to explore and maximize their potential and benefits toward key organizational outcomes.

This paper offers leaders a deeper understanding of the effective pathways to build positive climates for fostering employees’ tacit and explicit KS.

This paper is unique in the attempts to increase the understanding of moral lens by which EL might successfully arouse a positive organizational culture and foster KS behaviors in their firms.