Knowledge Management & Organizational Culture

Ph.D. Public Viva-Voce
Examination
PG & Research Department of Library & Information Science
Bishop Heber College, Tiruchirapalli.
Doctoral Candidate
S.C. Kumaresan
(42234/Ph.D/Lib. & Inf. Sc./PT/July 2011)
Knowledge Management and Organizational
Culture in Libraries of Higher Educational
Institutions in Qatar
1 January 25, 2016
Research Supervisor
Dr. B.S. Swaroop Rani, Associate Professor
PG & Research Department of Library & Information Science
Bishop Heber College

Knowledge Management and Organizational Culture in
Libraries of Higher Educational Institutions in Qatar
Doctoral Committee
Dr . B.S. Swroop Rani
Associate Professor
PG & Research Department of Library and Information Science
Dr. V. Geetha
Associate Professor
PG & Research Department of Library and Information Science
Dr. S. Gopalakrishnan
Deputy Librarian (Retd.)
MIT Campus
Anna University
External Examiner
Dr. S. Thanuskodi
Associate Professor & Head i/c.
Department of Library and Information Science
Alagappa University, Karaikudi.
2 January 25, 2016

Presentation Agenda
1. About the research
2. About Qatar and higher education in the country
3. Introduction of the concepts
4. Research problem
5. Significance of the study
6. Research questions
7. Objectives
8. Variables of the study
9. Operational definitions
10. Literature review
11. Research gaps
3 January 25, 2016

Presentation Agenda (continued)
12. Hypotheses
13. Research methodology
14. Findings
15. Suggestions
16. Contributions of the study
17. Scope for future research
18. Activities undertaken related to the study
19. Acknowledgements
4 January 25, 2016

About the Research
1. Examined the relationships and difference between
organizational culture and its types with knowledge management
and its dimensions.
2. Used Organizational Culture Assessment Instrument (OCAI) and
Knowledge Management Assessment Instrument (KMAI) to
examine the relationships.
3. Identifies what culture(s) type is conducive for knowledge
management success in higher education libraries.
4. Identifies the cultural profile of the higher education libraries in
Qatar using Competing Values Framework.
5 January 25, 2016

State of Qatar / Dawlat Qatar
 Qatar is a Middle East peninsular Arab country of
arid desert bordering the Persian Gulf and Saudi
Arabia.
 Area : 11,586 sq. km. (Slightly bigger than
Andaman & Nicobar Island).
 Capital: Doha.
 Currency: Qatari riyal.
 Population: 2.169 million (14% Nationals & 86%
Expatriates).
 Continent: Asia (Middle East).
 GDP per capita: $ 93,714.06 USD (2013, World
Bank).
 Economy: Oil and Gas.
6 January 25, 2016

Higher Education in Qatar
 Qatar University was established in 1973 as the country’s first College of Education.
 Qatar Foundation has built the Education City (1995), where many foreign universities have
set up branch campuses and offer the same quality of education and facilities that their home
campuses provide.
7 January 25, 2016
Universities/Institutes in Education City sponsored by
Qatar Foundation
1. Academic Bridge Program (pre-university college)
2. Carnegie Mellon University in Qatar
3. Faculty of Islamic Studies
4. Georgetown University School of Foreign Service in
Qatar
5. HEC Paris
6. Northwestern University in Qatar
7. Sidra Medical & Research Center
8. Texas A&M University at Qatar
9. Translation and Interpretation Institute
10. University College of London Qatar
11. Virginia Commonwealth University in Qatar
12. Weill Cornell Medical College in Qatar
13. Qatar National Library (Formerly Central Library – EC)
Universities/Institutes out of the ambit of Qatar
Foundation
1. College of North Atlantic Qatar
2. Stenden University Qatar
3. University of Calgary Qatar
State Sponsored Universities/Institutes
1. Community College of Qatar – Boys (State sponsored)
2. Community College of Qatar – Girls (State sponsored)
3. Hamad Medical Corporation - Health Sciences (State
sponsored)
4. Qatar University (State sponsored)

Knowledge Management
A process that helps organizations find, select, organize, disseminate
and transfer important information and expertise necessary for
activities such as problem solving, dynamic learning, strategic
planning and decision making.
8 January 25, 2016

Organizational Culture
An observable behaviour pattern of a community or
organization that emanates from shared values, beliefs and
thought. The values and behaviours shapes the physiological
and sociological environment of an organization in a unique
way and have a strong influence on the decision making
process.
 Organizational culture is unique for every organization and
one of the most difficult things to change (Schein, 2010).
9 January 25, 2016

Competing Values Framework (CVF)
 Designed by Robert E. Quinn & John Rohrbaugh in 1983 based
on empirical studies.
 This framework is now a dominant theoretical framework in the
world and extremely useful in organizing and interpreting a
wide variety of organizational phenomena.
January 25, 201610
ExternalFocus&Differentiation
Stability & Control
Flexibility & Discretion
InternalFocus&Integration
Clan
Culture
Adhocracy
Culture
Hierarchy
Culture
Market
Culture

Competing Values Framework (Continued)
January 25, 201611
 They proposed two major dimensions that organized them into four main
clusters.
 Flexibility & Discretion vs Stability & Control.
 Internal Focus & Integration vs External Focus & Differentiation.
 Together form four quadrants, each representing a distinct set of organizational
effectiveness indicators.
 These four clusters of criteria define the core values on which judgments about
organizations are made.
 The upper left quadrant identifies values that emphasize an internal,
organic focus, whereas the lower right quadrant identifies values that
emphasize an external, control focus.
 Similarly, the upper right quadrant identifies values that emphasize an
external, organic focus while the lower left quadrant emphasize internal,
control values.
 It is because of this competing or opposite value in each quadrant the name
Competing Values Framework was given to this model.

Characteristics of the Culture Types
January 25, 201612
InternalFocus&Integration
Stability & Control
Flexibility & Discretion
CLAN CULTURE
Orientation : Collaborative
Leader Type : Facilitator, Mentor, Teambuilder
Value Drivers : Commitment, Communication
Development
Theory of
Effectiveness : Human development & participation
produce effectiveness
ADHOCRACY CULTURE
Orientation : Creative
LeaderType : Innovator, Entrepreneur, Visionary
Value Drivers: Innovative outputs
Transformation Agility
Theory of
Effectiveness: Innovativeness, Vision andnew
resources produce effectiveness
HIERARCHY CULTURE
Orientation : Controlling
LeaderType : Coordinator, Monitor, Organizer
Value Drivers: Efficiency, Timelines, Consistency &
Uniformity
Theory of
Effectiveness : Control and efficiency with capable
processes produce effectiveness
MARKET CULTURE
Orientation : Competing
LeaderType : Hard driver, Competitor, Producer
Value Drivers : Market share, Goal achievement
Profitability
Theory of
Effectiveness : Aggressively competing & Customer
focus produce effectiveness

Characteristics of the Culture Types (Continued)
January 25, 201613
Flexibility & DiscretionInternalFocus&Integration
Stability & Control
CLAN CULTURE
A friendly workplace where organizational
commitment is high with an emphasis on
employee development and involvement.
Leaders are considered mentors with an
emphasis on loyalty and act like father figures.
Success is defined by concern for people and
customers. The organization is focused on
teamwork, consensus, and participation.
ADHOCRACY CULTURE
A dynamic and entrepreneurial workplace
that emphasizes creativity and innovation.
Commitment to growth and innovation
through experimentation and risk-taking is
high. Success is defined by new products
and services. The organization encourages
individual freedom and initiative and
leaders stimulate innovation.
HIERARCHY CULTURE
A very formalized and structured work
environment with formal rules, policies, and
procedures that govern what people do.
Management of employees is concerned with job
security and stability and managers act as
coordinators. Success is defined by low cost and
dependable, smooth delivery.
MARKET CULTURE
A results-oriented culture that is competitive
and focused on achieving objectives.
Individuals are competitive and goal-oriented.
Leaders are tough and demanding emphasizing
market growth and penetration is like hard
driver. The organization is focused on winning
and achievement of measurable goals.

Culture Types and Libraries
Kaarst-Brown., et. al., (2004) has applied these principles to libraries. “For example,
in applying the CVF framework to libraries in terms of the strategic emphasis, a
library can have a mixture of one or more of the dominant characteristics as
described below:
 “Clan-oriented: This library emphasizes human development. High trust,
openness, and participation persist.
 Adhocracy-oriented: This library emphasizes acquiring new resources and
creating new challenges. Trying new things and prospecting for opportunities
are valued.
 Market-oriented: This library emphasizes competitive actions and achievement.
Hitting stretch targets and winning points in our community are dominant.
 Hierarchy-oriented: This library emphasizes permanence and stability.
Efficiency, control, and smooth operations are important.”
January 25, 201614

Knowledge Management Assessment
Instrument (KMAI)
 A research tool developed by Sheron Lawson in 2003 to measure
the knowledge management activities in organizations.
 It is a ‘six-process’ knowledge management cycle that was
adapted after extensive research.
1. Knowledge creation
2. Knowledge capture
3. Knowledge organization
4. Knowledge storage
5. Knowledge dissemination, and
6. Knowledge application
January 25, 201615

Organizational Culture Assessment
Instrument (OCAI)
 It is an instrument that is based on the principles of CVF and
allows us to diagnose the organizational culture type, strength,
and congruence.
 The OCAI includes six sub-systems
1. Dominant Characteristic
2. Leadership Style
3. Management of Employees
4. Organizational Glue
5. Strategic Emphasis
6. Criteria for Success
January 25, 201616

Research Problem
 The large expatriate population impacts the organizational culture &
knowledge management process, which in turn impacts the
organizational effectiveness.
 When employees quit, they take with them valuable knowledge
about the systems and procedures that they had established and core
technical knowledge.
 Knowledge management offers the best possible way forward in
managing tacit knowledge of the employees. However, education
sector in general and libraries in particular have failed to take
advantage of the benefits of knowledge management.
 Successful implementation of programs and policies will depend on
the prevailing culture in each organization.
January 25, 201617

Research Problem (continued)
 There is no through study on the cultural dynamics of organizations
in Qatar and hence, it will be difficult for library managers to
implement policies and programs and successfully manage the
knowledge management activities.
 To that effect, this research helps fill the gap by identifying the
organizational culture types and its relationship with knowledge
management.
January 25, 201618

Significance of the Study
 This study was conducted at the national level, and hence the results have
national significance and implications for library directors and the academia.
 Significant for libraries in preparing strategic plan & management initiatives.
 Valuable for libraries ready to implement a knowledge management program.
 Establishes the relationship between organizational culture and knowledge
management higher education libraries in Qatar.
 Identifies what culture type is conducive for the success of knowledge
management initiatives in higher education libraries in Qatar.
 Helps library directors understand the dominant culture existing in their
library and the country.
 Helps in identifying how sustainable business practices can be implemented
in libraries with specific culture profiles.
 No such research has ever been done before in the library sector.
19 January 25, 2016

Research Questions
This study aims to investigate & answer the following research questions:
Research Question 1: Is organizational culture related to knowledge management in the
higher education libraries in Qatar?
Research Question 2: Is there a significant relationship between knowledge management
and its dimensions to the demographic & employment related factors of the employees
working in higher education libraries in Qatar?
Research Question 3: Is there a relationship between organizational culture and its
dimensions with knowledge management and its dimensions in the higher education
libraries in Qatar?
Research Question 4: Is there a culture type that supports the successful implementation
of knowledge management in higher education libraries in Qatar?
Research Question 5: What organizational culture type is dominant in the libraries in
higher education libraries in Qatar?
20 January 25, 2016

Aims and Objectives
 To characterize the library culture in Qatar using the taxonomy of four culture type
(Clan, Adhocracy, Market and Hierarchy).
 To understand if there is a significant difference between knowledge management
and its dimensions and the demography & employment factors of the library
employees.
 To understand the relationship between organizational culture types and knowledge
management dimensions.
 To identify the dominant culture type existing in the higher education libraries in
Qatar.
21 January 25, 2016

Variables of the study
 Dependent variable
Knowledge management and its six dimensions;
1. Knowledge creation,
2. Knowledge capture,
3. Knowledge organization,
4. Knowledge storage,
5. Knowledge dissemination and
6. Knowledge application.
 Independent variable
The four types of organizational culture based on the Competing Values
Framework by Cameron and Quinn;
1. Clan/Group,
2. Adhocracy/Developmental,
3. Market/Rational, and
4. Hierarchy.
22 January 25, 2016

Review of Literature
 Scholarly peer-reviewed literature were reviewed in electronic databases
like
ProQuest Central (includes LISTA), Science Direct, EBSCO-ASP,
Springer, IEEE Explore Digital Library, ABI/Inform complete,
Library Literature & Information Science Full Text, Emerald
Management Xtra, Emerald Insight, Business Source Complete,
Business Full Text, OmniFile FT Mega Edition, Sage Premier, Taylor
and Francis Journal Library, Jstor, Cambridge Journals, Oxford
University Press Journals & Science Direct.
 Qatar National Library, Carnegie Melon University in Qatar,
Georgetown University in Qatar, San José State University library, CA,
United States.
23 January 25, 2016

Review of Literature (continued)
 255 research works were cited from national and international scholarly resources.
 Review was done for identifying researches conducted in measuring
organizational culture using Competing Values Framework.
 Review was also done to identify the researches conducted in examining the
relationships between organizational culture and knowledge management using
the tools Organizational Culture Assessment Instrument (OCAI) and Knowledge
Management Assessment Instrument (KMAI).
 The literature reviewed covered the following topics
 I. Knowledge Management Assessment Instrument
 Knowledge Management.
 Historical Background of Knowledge Management.
 Theoretical Foundations of Knowledge Management.
24 January 25, 2016

 Knowledge Management Practices.
 Barriers to Knowledge Management.
 Knowledge Management & Libraries.
 Knowledge Management & Academic Libraries.
 Knowledge Management & Reference Services.
 ICT tools & Knowledge Management in Libraries.
 Skills & Competencies Requirement for Applying Knowledge Management.
 Knowledge Management & LIS Education.
 Evaluation of Knowledge Management Theory.
January 25, 201625

 II. Organizational Culture Assessment Instrument
 Organizational Culture.
 Organizational Culture Definitions & Theory.
 Managing Organizational Culture.
 Organizational Culture Assessment.
 The Competing Values Framework.
 Organizational Culture & Knowledge Sharing.
 Organizational Culture & Libraries – focus on academic libraries.
 Knowledge Management and Organizational Culture Research.
 Knowledge Management & Organizational Culture Studies in Qatar.
January 25, 201626

Research Gaps
 The literature review revealed that there has been no research
conducted to examine the relationship between organizational
culture and knowledge management using OCAI & KMAI in the
library sector either in Qatar or elsewhere.
 There has been no research conducted to identify the
organizational culture profile of higher educational libraries in
Qatar or in the Gulf region.
January 25, 2016
27

Hypothesis
The following Null Hypothesis (Ho) were framed for testing
1. NH01: There is no significant difference between knowledge and the employees’
demography in higher education libraries in Qatar.
2. NH02: There is no significant difference between knowledge management and the
employment related factors of the employees in higher education libraries in Qatar.
3. NH03: There is no significant difference between knowledge management and it’s
dimensions (creation, capture, organization, storage, dissemination and application) on
account of the availability of a formal knowledge management program in higher
education libraries in Qatar
28
January 25, 2016

Hypothesis (continued)
4. NH04: There is no significant relationship between organizational culture and
knowledge management in higher education libraries in Qatar
 Sub-Hypothesis:
 NH0 4:1 There is no relationship between clan culture and knowledge management
among the higher education libraries in Qatar
 NH0 4:2 There is no relationship between adhocracy culture and knowledge
management among the higher education libraries in Qatar
 NH0 4:3 There is no relationship between market culture and knowledge management
among the higher education libraries in Qatar
 NH0 4:4 There is no relationship between hierarchy culture and knowledge
management among the higher education libraries in Qatar
5. NH0 5: The organizational culture types (clan, adhocracy, market & hierarchy)
do not serve to significantly predict knowledge management in higher education
libraries in Qatar.
January 25, 201629

Research Model
January 25, 201630
Creation
Capture
Organization
Storage
Clan/Group
Adhocracy/
Developmental
Knowledge
Management
Hierarchy
Dissemination
Application
Market/Rational
Organizational
Culture

Research Methodology
 Research Design: The study used a descriptive and quantitative
research design; it is cross sectional in nature and sought to
determine the correlation of the factors involved.
 Source of Data and Unit of Analysis: Primary sources - Individual
library employees working in higher education libraries were the
respondents and constituted the unit of analysis.
 Universe: Full time library employees working in higher
educational libraries in Qatar at the time of data collection
constituted the universe. Simple random sampling technique was
adopted to collect samples.
(Cont….)
31 January 25, 2016

Research Methodology (Cont..)
 Sample Size: 195 full time employees working at the time of this
research study in higher educational libraries.
 Tool of Data Collection: Questionnaire was the preferred tool for data
collection, and it had four parts;
 Part I: Demographic & employment information,
 Part II: Knowledge Management Assessment Instrument (KMAI),
 Part III: Organizational Culture Assessment Instrument (OCAI) and
 Part IV: OCAI for measuring the culture profile.
 Data Collection: The collection of was done between October -
December, 2013.
32 January 25, 2016

KMAI and OCAI Validity and Reliability:
A pilot study to test the reliability of the instruments with a random sample
of 50 library employees.
 The minimum recommended value of reliability to all variables
surpassed the 0.70 as suggested by Nunnally (1978).
33 January 25, 2016

January 25, 201634
Variables
Number of
items
Cronbach Alpha
Organizational Culture 24 0.85
Clan 6 0.94
Adhocracy 6 0.90
Market 6 0.77
Hierarchy 6 0.70
Reliability Analysis
Knowledge Management & its Dimensions
Organizational Culture & its Types
Variables Number of items Cronbach Alpha
Knowledge Management 24 0.78
Knowledge Creation 4 0.78
Knowledge Capture 4 0.86
Knowledge Organization 4 0.90
Knowledge Storage 4 0.77
Knowledge Disseminating 4 0.70
Knowledge Application 4 0.87

 Data Analysis and Interpretation:
 The Statistical Package for Social Sciences (SPSS) version 16.0
was used to analyze the data.
 Descriptive and inferential statistics have been applied to the data.
 The statistical techniques used in the research include mean,
standard deviation, range, Cronbach alpha coefficient of reliability,
Independent sample t-test, One-way Analysis of Variance: Analysis
of Variance (ANOVA) correlation and Regression analysis.
35 January 25, 2016

Findings of the Study
Variable Description Frequency Percentage
Gender
Male 38 31.1
Female 84 68.9
Age
30 or less 12 9.8
31 – 39 33 27.0
40 – 49 54 44.3
50 - 59 14 11.5
60+ 9 7.4
Education
High School Diploma 7 5.7
Associate’s Degree 7 5.7
Bachelor’s Degree 28 23.0
Master’s Degree 75 61.5
Doctorate 5 4.1
Residency
National 16 13.1
Expatriate 106 86.9
January 25, 201636
The Demography – Gender, Age, Education & Residency

Variable Description Frequency Percentage
Hierarchy
Top Management 8 6.6
Senior Management 15 12.3
Middle Management 40 32.8
Technical Staff 36 29.5
Support Staff 23 18.9
Job Tenure
5 years or less 37 30.3
6 – 15 years 54 44.3
16 – 24 years 14 11.5
25 years and above 17 13.9
Organizational
Tenure
1 year or less 16 13.1
2 – 3 years 44 36.1
3 – 4 years 34 27.9
Position Tenure
1 year or less 23 18.9
2 – 3 years 46 37.7
3 – 4 years 33 27.0
Institutional Group
Qatar Foundation 72 59.0
Private 22 18.0
Government 28 23.0
Availability of KM
Program
Yes 13 10.7
No 80 65.6
Not Sure 29 23.8
January 25, 201637
Employment Factors

Findings of the Study (Continued)
 T-test (Independent samples T-Test) was applied to ascertain if
any significant differences existed between knowledge
management and its dimensions and the respondents gender
and residency.
 Differences in knowledge management and its dimensions with
respect to age groups and education were determined by
statistically applying ANOVA. Where the ANOVA results
revealed significant difference between groups, the same has
been further analyzed using post-hoc test, Tukey’s Honestly
Significant Difference (HSD) Test.
January 25, 201638
I. Testing of Significance – (Demography - Gender, Age, Residency, and Education)

Demography Variable t-value p Value Statistical Significance
Gender
Knowledge Management -0.49 0.63 Not significant since p value is greater than 0.05
Creation -0.66 0.51 Not significant since p value is greater than 0.05
Capture -0.28 0.78 Not significant since p value is greater than 0.05
Organization -0.34 0.73 Not significant since p value is greater than 0.05
Storage -0.66 0.51 Not significant since p value is greater than 0.05
Dissemination -0.37 0.72 Not significant since p value is greater than 0.05
Application -0.25 0.81 Not significant since p value is greater than 0.05
Residency
Knowledge Management -0.29 0.77 Not significant since p value is greater than 0.05
Creation 17.89 0.86 Not significant since p value is greater than 0.05
Capture -0.53 0.60 Not significant since p value is greater than 0.05
Organization -0.16 0.87 Not significant since p value is greater than 0.05
Storage 0.20 0.84 Not significant since p value is greater than 0.05
Dissemination 0.03 0.98 Not significant since p value is greater than 0.05
Application -0.79 0.43 Not significant since p value is greater than 0.05
(Results of Annova) f-Value p Value
Age
Knowledge Management 2.42 0.053 Not significant since p value is greater than 0.05
Capture 1.30 0.28 Not significant since p value is greater than 0.05
Organization 2.45 0.053 Not significant since p value is greater than 0.05
Application 2.69 0.06 Not significant since p value is greater than 0.05
Education
January 25, 201639

 Demographic characters such as gender, age, residency and education
were tested for significant differences.
 Applying the t- test and ANOVA results, the significance value for the
results of both the test for knowledge management is greater than 0.05.
Hence, the null hypotheses NH01 is accepted.
 Differences in knowledge management and its dimensions with respect
to employment factors like group of Institution, hierarchy, job tenure,
organizational tenure, and position tenure and availability of KM
program groups were determined by statistically applying ANOVA.
 Where the ANOVA results revealed significant difference between
groups, the same has been further analyzed using post-hoc test, Tukey’s
Honestly Significant Difference (HSD) Test.
January 25, 2016
40
II. Testing of Significance - Employment related Factors

Employment Factors Variable F-value p Value Statistical Significance
Group of Institution
Knowledge Management 12.07 0.00 Significant since p value is less than 0.05
Creation 14.64 0.00 Significant since p value is less than 0.05
Capture 16.78 0.00 Significant since p value is less than 0.05
Organization 11.00 0.00 Significant since p value is less than 0.05
Storage 3.91 0.02 Significant since p value is less than 0.05
Application 17.68 0.00 Significant since p value is less than 0.05
Hierarchy
Job Tenure
Organizational Tenure
Position Tenure
Knowledge Management 3.73 0.01 Significant since p value is less than 0.05
Capture 3.67 0.01 Significant since p value is less than 0.05
Storage 4.09 0.00 Significant since p value is less than 0.05
Dissemination 2.87 0.04 Significant since p value is less than 0.05
Application 3.71 0.01 Significant since p value is less than 0.05
January 25, 201641

 Employment factors such as institutional group, hierarchy, job tenure,
organizational tenure and position tenure were tested for significant
differences.
 The results of the ANOVA test for all these variables reveal that the
significant values for knowledge management are greater than 0.05 for
the groups Hierarchy, Job tenure and Organizational tenure.
 However, the values for knowledge management were lesser than
0.05 and statistically significant for Institutional group and position
tenure where f=12.07, p<0.05 and f=3.73, p<0.05. Hence, the null
hypothesis NH02 is partially accepted.
January 25, 201642

 Differences in knowledge management and its dimensions with
respect to availability of a knowledge management program
were determined by statistically applying ANOVA.
 Where the ANOVA results revealed significant difference
between groups, the same has been further analyzed using post-
hoc test, Tukey’s Honestly Significant Difference (HSD) Test.
January 25, 201643
III. Testing of Significance – Availability of Knowledge Management
Program

KM Program Variable f-value p Value Statistical Significance
KM Program
January 25, 201644

 The result of the one-way ANOVA tests for knowledge
management is greater than 0.05, where the F value is 1.53 and p
value is 0.22 (p>0.05), which denotes that it is not significant.
 Hence, the null hypothesis NH03 is accepted
January 25, 201645

 Pearson Correlation was applied to test the significance of the
relationship between the independent variables of the study -
Clan, Adhocracy, Market and Hierarchy culture types, and the
dependent variables Knowledge Creation, Capture,
Organization, Storage, Dissemination and Application.
January 25, 2016
46
Testing for Significance of Relationship between Variables
– Pearson Correlation

Variable Clan Adhocracy Market Hierarchy KM
Clan
r 1
p
N 122
Adhocracy
R .80** 1
p 0.00
N 122 122
Market
R 0.13 .39** 1
p 0.17 0.00
N 122 122 122
Hierarchy
R -.37** -31** .29** 1
p 0.00 0.00 0.00
N 122 122 122 122
Knowledge
Management
R .69** .61** .35** -0.07 1
p 0.00 0.00 0.00 0.43
N 122 122 122 122 122
January 25, 201647
IV. Pearson Correlation Matrix for Culture Types and Knowledge
Management
**. Correlation is significant at the 0.01 level (2-tailed)|*. Correlation is significant at the 0.05 level (2-tailed).
r = Pearson correlation, p = p value

 The results of the Pearson’s correlation reveals a moderate positive
correlation between clan culture (r=0.69, p=0.00), adhocracy (r=0.61,
p=0.00), and market (r=0.35, p=0.00) culture types except hierarchy culture
(r=-0.07, p=0.43).
 The findings and provided strong evidence to support that organizational
culture types clan, adhocracy and market was related to knowledge
management in higher education libraries in Qatar except hierarchy
culture. Hence, we reject the null hypothesis NH04 with an exception to
hierarchy culture.
January 25, 201648

Variables Clan Adhocracy Market Hierarchy Creation Capture Organization Storage Dissemination Application KM
Clan
r 1
p
N 122
Adhocracy
r .80** 1
p .00
N 122 122
Market
r 0.13 .39** 1
p 0.17 .00
N 122 122 122
Hierarchy
r -.37** -31** .29** 1
p .00 .00 .00
N 122 122 122 122
Creation
r .71** .62** .28** -0.15 1
p .00 .00 .00 0.10
N 122 122 122 122 122
Capture
r .75** .63** .25** -0.15 .80** 1
p .00 .00 0.01 0.09 .00
N 122 122 122 122 122 122
Organization
r .69** .59** .31** -0.10 .74** .88** 1
p .00 .00 .00 0.26 .00 .00
N 122 122 122 122 122 122 122
Storage
r .43** .40** .39** 0.11 .57** .73** .73** 1
p .00 .00 .00 0.23 .00 .00 .00
N 122 122 122 122 122 122 122 122
Dissemination
r .28** .29** .28** .19* .51** .59** .62** .72** 1
p .00 .00 .00 0.04 .00 .00 .00 .00
N 122 122 122 122 122 122 122 122 122
Application
r .62** .59** .33** -.20* .67** .77** .76** .66** .55** 1
p .00 .00 .00 0.03 .00 .00 .00 .00 .00
N 122 122 122 122 122 122 122 122 122 122
KM
r .69** .61** .35** -0.07 .84** .93** .93** .85** .75** .86** 1
p .00 .00 .00 0.43 .00 .00 .00 .00 .00 .00
N 122 122 122 122 122 122 122 122 122 122 122
January 25, 201649
Inter-Correlations between Organizational Culture and Knowledge Management & its Dimensions
**. Correlation is significant at the 0.01 level (2-tailed)|*. Correlation is significant at the 0.05 level (2-tailed). r = Pearson correlation, p = p value

 The results of the inter-correlation between organizational culture and the
dimensions of knowledge management revels that, there is a relationship
between clan, adhocracy and market cultures with all the dimensions of
knowledge management and are statistically significant, p<0.05.
 However, Hierarchy culture has a negative correlation and are not
statistically significant only with knowledge dissemination (r=0.29,
p=0.04) and knowledge application (r=-0.20, p=0.03).
 Hence, we reject null sub-hypothesis NH04:1, NH04:2, NH04:3 but accept
the null sub-hypothesis NH04:4.
January 25, 201650

V. Predicting the Outcome Variable - Multiple Regression Analysis
 Stepwise Multiple Regression Analysis was carried out to predict the
dependent variables namely knowledge management - creation, capture,
organization, storage, dissemination, & application based on the independent
variables clan, adhocracy, market & hierarchy cultures.
January 25, 201651
Dependent
Variables
Independent
Variables Entered
Standardized
Coefficient (Beta)
p Value Statistical Significance
Knowledge
Management
Clan 0.65 0.00
Significant since p value is less than
0.05
Market 0.27 0.00
Creation
Clan 0.68 0.00
Market 0.19 0.00
Capture
Clan 0.73 0.00
Market 0.15 0.01
Organization
Clan 0.66 0.00
Market 0.23 0.00
Storage
Clan 0.66 0.00
Market 0.23 0.00
Dissemination
Adhocracy 0.38 0.00
Hierarchy 0.31 0.00
Application
Clan 0.58 0.00
Market 0.26 0.00

 The result of the analysis indicates that, the organizational culture
types clan and market serve to significantly predict knowledge
management in higher education libraries in Qatar; where the
values of clan is 0.69 and market is 0.27 and the t-test results were
statistically significant p=0.00, (p<0.05). Hence we reject the null
hypothesis NH05.
 In other words clan and market are the two dominant cultures that
are conducive for knowledge management and is more likely to be
successful than adhocracy and hierarchy cultures in higher
education libraries in Qatar.
 Clan and market culture types are directly related to knowledge
creation, capture, organization, storage & application.,
 However, Adhocracy and hierarchy culture types are directly
related to knowledge dissemination.
January 25, 201652

Mapping the Organizational Culture Profile
 Mapping the Organizational Culture Profile gives the picture of the
existing culture type in the higher educational libraries in Qatar.
January 25, 201653
10 10
10 10
20 20
20 20
30
30
3030
40
40
40 40
50
50
5050
60
60
60
60
Clan Adhocracy
Hierarchy Market
Culture Profile of Higher Educational Libraries in Qatar
 The result reveals the presence of a mixed culture type with a dominance of the
clan culture type in the higher educational libraries in Qatar.

 Subsequently, Clan culture type dominates the culture profile of
Qatar Foundation and Private group of universities/ institutions.
 While, hierarchy culture type dominates the Government
universities/institutions.
January 25, 201654

January 25, 201655
10 10
10 10
20 20
20 20
30
30
3030
40
40
40 40
50
50
5050
60
60
60
60
Clan Adhocracy
Hierarchy Market
10 10
10 10
20 20
20 20
30
30
3030
40
40
40 40
50
50
5050
60
60
60
60
Clan Adhocracy
Hierarchy Market
Culture Profile of Private
Universities/Institutions Libraries
Culture Profile of Qatar Foundation
Universities/Institutions Libraries

Culture Profile of Government Universities/Institutions Libraries
56 January 25, 2016
10
10 10
20 20
20 20
30
30
3030
40
40
40 40
50
50
5050
60
60
60
60
10
Clan Adhocracy
Hierarchy Market

Implications of the Study
 This study was conducted at the national level, and hence, the result of this
study has national implications for library directors and the academia.
 Library directors need to consider culture in the strategic planning of
libraries and knowledge management initiatives. Their efforts would be
successful if they had any of the two culture type clan & market in their
libraries and took decisions accordingly.
 If library directors understand their organizations’ culture type, they can
consider the degree of fit required between their libraries knowledge
management initiatives and culture.
 Management of knowledge and the right organizational culture are critical
for organizational effectiveness. This may explain the strong relationship
between clan and market culture on knowledge management in the higher
education libraries.
57
January 25, 2016

Limitations of the Study
 With the floating population of expatriates - There is a possibility of change in
the culture types when people change places.
 Self-administered questionnaire with explicit statements - possibility of bias and
prejudice.
 Since the study is about employee’s perception and beliefs, these could change
over a time period with changes in organizational policies and people.
 This study did not examine the knowledge management effectiveness and the
performance of libraries or knowledge management success based on the culture
profile.
 Out of the 20 higher educational libraries in the country responses were received
from only 16 libraries and there was no response from four libraries.
58 January 25, 2016

Suggestions
Since cultures are created by people, it is quite complex in countries like Qatar where there is a
large expatriate population that constantly keeps changing. Change in people brings changes in
culture types and subsequently affects the organizational effectiveness.
1. The dynamics of work culture changes dramatically with changes in people at the helm. Thus
making it all the more important to not only manage knowledge but tap pertinent tacit &
organizational knowledge for other employees to use. Hence it is recommended that library
directors and managers in higher education libraries in Qatar start think of innovative ways
to capture, organize, store and use employee’s knowledge.
2. Library directors and managers can think of using existing infrastructure like intranet (shared
drives), and open source software such as Google drive to capture, store, organize
knowledge.
3. Library employees including the directors and managers should be made aware of the fact
that organizations that share knowledge among employees are those that have been
successful. Hence, employees have to be encouraged to share their knowledge with some
incentives or reward systems in place. Rewards and incentives can be simple recognition and
appreciation among the community to other benefits.
4. Private universities and institutions should take up a formal KM program as a pilot project
and see how organizational effectiveness is affected by the organizational culture.
January 25, 201659

Suggestions (continued)
6. The negative correlation with out significance means that, knowledge management
activities still takes place in these libraries. This presents a phenomenal opportunity
for the library managers to make adequate policy changes that would bring about the
desired change in the culture type and enhance the organizational effectiveness.
7. Changing demographics demands different managerial skill sets. To optimize the
opportunities for better services created by diverse employees, library directors and
managers need to understand the underlining organizational culture.
8. Library managers and directors should include organizational culture as one of the
Key Performance Indicators (KPIs) & evaluate it using Competing Values Framework
in conjunction with assessing the library performance annually.
9. Library managers and directors of government university/institutional libraries
should make efforts to understand precisely what the needs and expatiations of their
employees are and take adequate measures to change the culture type.
January 25, 201660

Suggestions (continued)
10. Organizational culture should be considered not only as a base for transformational
change, but also as a construct of different subcultures affecting the change process.
Hence, library directors should pay more heed to the culture constructs of their
libraries and what they mean before implementing any new changes or projects.
11. Knowledge management and organizational culture have to be included in the Library
and Information Science (LIS) curricula and future LIS professionals must be well
informed and educated on these two important concepts.
12. Existing LIS professionals must also be trained in these areas to empower them to take
strategic decisions in order to bring about the necessary organizational changes.
January 25, 201661

Contributions of the Study
 This research provided academics and practitioners with empirical
evidence on the relationships between Knowledge Management &
Organizational Cultures of higher education libraries in Qatar.
 This research has also identified the culture profile of each groups of
libraries and the culture profile of higher education libraries in
Qatar. This will help library directors and managers to take strategic
decisions based on this study.
 This research has attempted to shed some light exactly on these
aspects and have tried to fill the research gap in this field with
respect to higher education libraries in Qatar
January 25, 201662

Scope for Future Research
 Future research could include higher education libraries from
other GCC countries and the Middle Easter region to compare
how Qatar has fared in comparison.
 Research could be conducted on how organizational
effectiveness is affected by knowledge management practice in
libraries.
 With the floating population of expatriates in and out of the
country, there is a possibility of change in the culture types when
people change places. Future studies should include how
cultural changes takes place and how often it happens.
 This study analyzed only relationships between knowledge
management organizational culture and did not study the
reasons behind the formation of a particular culture type. Future
research studies could concentrate on this particular area.
January 25, 201663

Activities Related to the Research
Extension of the Study to other GCC countries
 Similar study was conducted by the research in another country in
the region – United Arab Emirates.
 Higher education libraries in all the seven Emirates were conducted.
263 responses from 42 libraries were received and analyzed.
January 25, 201664

Publications in peer-reviewed Journals
January 25, 201665
Kumaresan, S.C., & Swarooprani, B.S. (2013). Measurement of organizational culture of
higher education libraries in Qatar using competing values framework, Journal of the
Madras School of Social Work, 7(2), 93-112.
Kumaresan, S. C., & Swarooprani, B.S. (2013). Impact of organizational culture on
knowledge sharing activities in higher educational libraries in Qatar. Journal of
current trends in education and research, 5(2), 56-63.
Kumaresan, S.C., & Swarooprani, B.S. (2013). Knowledge sharing and factors
influencing sharing in libraries — A pilot study on the knowledge sharing attributes
of the education city library community in Qatar. Journal of Information and
Knowledge Management, 12(1), 1-13.
http://www.worldscientific.com/doi/abs/10.1142/S021964921350007X

Papers accepted for publications in peer-reviewed Journals
January 25, 201666
Kumaresan, S.C., & Swrooprani, B.S. (2015), Knowledge Management and
Organizational Culture in Higher Educational libraries in Qatar: An
Empirical Study, Library & Information Science Research, 37(4), 2015.
Kumaresan, C & Swarooprani, B.S. (2015). Knowledge management as a
predictor of organizational effectiveness: Role of demographic and
employment factors. Journal of Academic Librarianship, 41(2015), 758-763.
Kumaresan, C & Swarooprani, B. S. (2015). Analyzing the relationship between
organizational culture and knowledge management dimensions in higher
educational libraries. Journal of Librarianship and Information Science.
Unpublished manuscript

Presentation in Conferences
Presented a paper on “Sharing what we know: Striving to create a
knowledge sharing culture” at the International Conference on Trends in
Knowledge and Information Dynamics. July 2012, Bangalore: DRTC.
January 25, 201667

Acknowledgements
 Principal, Bishop Heber College
 Research Supervisor – Dr. Swarooprani
 Doctoral Committee Member – Dr. Geetha, Dr. Gopalakrishnan & Dr. Swarooprani
 Head of the Department – Dr. Allysornam
 Dr. Robert E. Quinn – Professor Ross School of Business, University of Michigan
 Dr. Kim Cameron – William Russell Professor of Management, Ross School of Business , University of Michigan
 Dr. Sheron Lawson
 Dr. M.G. Shreekumar, Chief Librarian of IIM, Kozhikode
 Dr. Radhakrishnan, Associate Professor, Periyar University & Co-guide
 Dr. Gunavathy & Dr. Sakthiregha – Madras School of Social Work
 Qatar Foundation
 Dr. Miles Lovelace - Former Director of ABP
 Dr. Bryan Lewallen – Director of ABP
 Dr. Mark Newmark – Assistant Director Academics
 Library Directors - Qatar National Library, Carnegie Melon University in Qatar, Georgetown University in
Qatar, San José State University library, USA
 Family & Friends
 External Examiner & the participants of this viva-voce
 Finally all the respondents that made this day possible!
January 25, 201668

Questions ?
69 January 25, 2016

Thank You!
S.C.Kumaresan,
Head Librarian,
Academic Bridge Program,
Qatar Foundation,
Doha, Qatar.
sckumaresan@yahoo.com
January 25, 201670

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