HCBE Theses and Dissertations

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Date of Award


Document Type

Dissertation - NSU Access Only

Degree Name

Doctor of Business Administration (DBA)


H. Wayne Huizenga School of Business and Entrepreneurship


Richard McCarthy

Committee Member

Thomas Griffin

Committee Member

Chiagouris Larry


The previous research has illustrated that knowledge management (KM) is an important source of a competitive advantage, and there is a relationship between organizational culture and knowledge management. This dissertation extends the concept from knowledge management to knowledge business (k-business), and explores the relationship between organizational culture and KM strategies. This research intends to determine: Can k-business transform an organization? What are the antecedents that affect the choice of codification and personalization strategies?

A survey containing four instruments was used: Cameron & Quinn's (1999) OCAI, Lawson's (2002) KMAI, Choi & Lee (2003)'s Knowledge Management Strategy Instrument, and Skyrme's (2001) K-Business Readiness Instrument. The survey link was forwarded to the companies who have been acknowledged for their knowledge management achievement by KMWorld; a total of 193 complete responses were analyzed.

The results revealed that k-business can create a competitive advantage for organizations; different culture types can be the antecedent of different types of KM strategy. Clan culture is positively related to personalization strategy; significant association exists between hierarchy culture and codification strategy; and there is a significant correlation between adhocracy culture and personalization strategy. Market culture does not significantly affect knowledge management strategies.

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