Integrating the Cultural Perspective into Two Knowledge Management Frameworks

The majority of knowledge management (KM) literature is based on, and relates to, western and Japanese business environments and related assumptions. Some more general KM studies based on Chinese organisations have taken place; however, there is a lack of in-depth work that is grounded in culture. This paper seeks to discuss aspects of KM within Chinese organisations while also exploring the role of culture and how it affects KM where the people-to-people relationships are likely to be influenced by the prevailing culture. More specifically, this paper seeks to integrate cultural aspects into two existing Knowledge Management Frameworks.

The Influence of Leadership Strategies on Organisational Commitment: Evidence from the Plastic Manufacturing Sector of Ghana

Identifying which leadership strategy to employ in order to derive optimum commitment from employees is always not a simple task for most firms. The purpose of this paper is to examine the effect of three dimensions of leadership strategies on employees’ commitment in order to identify the best strategies required to improve on the commitment of employees in a developing country’s context. A total of 132 employees were sampled based on the two major plastic manufacturing companies in Ghana. The Pearson’s correlation and the hierarchical regression are the main statistical tests employed to examine the hypotheses. It is identified that the democratic leadership strategy had a significant positive effect on organisational commitment. Besides, there is also an insignificant positive effect of the laissez faire leadership strategy on organisational commitment. Similarly, an insignificant negative effect was found between autocratic leadership strategy and organisational commitment. Based on the findings, organisations are therefore encouraged to adopt the democratic leadership strategy to improve on the commitment of the work force.

Management and Alcohol in Post-Bureaucratic Firms: Understanding Power Relations and the Worker

This paper focuses on the issue of alcohol in contemporary work organisations. It aims to shed light on how alcohol use and/or misuse is constructed as a "problem," the dimensions of the "problem" and how these are shaped by the discourses. The study examines the interaction between the organisational discourses and the actual practices regarding alcohol in the modern-day work environment. Instead of focusing on how to improve organisations, this paper explores, following Foucault’s post-Structuralist ideas, power relations, interactions between power relations, and discourses (expert and lay knowledge) to understand why/how certain organisational discourses and practices become dominant over time and why/how alcohol use has consequently become "problematised" in the workplace. Thus the issues of power relations and discourses in Knowledge-Intensive firms are primarily investigated in this study to uncover and understand how the drive by organisations for the "manageable" employee produces a worker who is self-regulating and self-disciplined. The paper will include an assessment of discourses from various organisational actors to shed light on the role of management, and the organisation for that matter, as a principle of control or government in creating autonomous and productive subjects in the workplace and wider society.