Abstract

Nowadays, following many studies carried out on the importance of intellectual capital, it has been broadly taken into account as a vital capital by organizations implementing knowledge management consequently. Nevertheless, knowledge management on which underlying organizational culture has an extremely huge impact has been implemented by organizations often with the impact being underestimated which may as a result, even lead off to a failure. Knowledge creation is, as a matter of fact, one of the knowledge management dimensions of great value, which can be found in almost all models. The present study investigates the predicting role of culture attributes (trust, open leadership climate, learning from failure and culture of altruism) with reference to knowledge management practice (knowledge creation). The study was carried out on 150 employees of Saipa Malleable Company in Iran at different managerial positions. They were administered questionnaires including Organizational culture scale (OCS) and knowledge management practices scale (KMPS). Multiple regression analysis results revealed that OCS significantly predicts knowledge management practices. Furthermore, ANOVA showed significant difference with reference to levels of managerial positions and knowledge management process. Study limitation, future research and implications are discussed.

Key words: Knowledge creation, knowledge management practices, organizational culture, Saipa Malleable Company.