Corporate culture, knowledge management and talent management: how are they linked?

This article paints a more detailed picture of the effects of corporate culture on knowledge management and talent management that have been mentioned but have not been incorporated into a model in the past.

How does corporate culture elevate knowledge management?

Culture is the resource that builds on the foundation that helps organizations thrive. Edgar Schein, one of the leading management specialists, describes corporate culture as a “Model of shared basic assumptions that the group has learned by solving its problems of external adaptation and internal integration which has worked well enough to be considered valid and, therefore, to be taught to new members as the right way to perceive, think and feel in relation to these problems.

Corporate culture is therefore reflected in shared assumptions, symbols, beliefs, values, and standards that specify how employees understand issues and respond to them appropriately.

Executives can manifest themselves as agents of change who manipulate corporate culture in order to improve knowledge management. Organizational culture includes three dimensions of collaboration, trust and learning. Executives can facilitate collaboration by developing relationships within organizations. Managers can contribute to the cultural aspect of trust, taking into account both the individual interests of employees and the essential needs of the business. In addition, executives identify the individual needs of their employees and develop a learning culture by intellectually stimulating them to generate new knowledge and share it with others. Leaders can therefore strongly manipulate a company’s culture to conform to the needs and expectations of strategic goals and objectives.

Knowledge management is enhanced by providing further opportunities and information sharing. Executives can improve knowledge sharing by providing access to knowledge and stimulate new ideas and knowledge generation, transfer knowledge from an individual to other members and departments and improve the capture, storage and accumulation of knowledge. knowledge, in order to achieve organizational goals. Leaders can power knowledge sharing across the business to generate more innovative ideas and solutions for new and demanding problems that constantly arise in our hyper-competitive economic environment. In doing so, executives can create a strong corporate culture to share experiences gained through imitating, observing and practicing.

Executives discovered that corporate culture impacts knowledge management by facilitating knowledge sharing at all levels of the organization. Corporate culture focuses on defining and recognizing areas of core knowledge, sharing organizational knowledge and seeking new knowledge in order to keep the quality of their products or services constantly improving. Therefore, corporate culture is an essential requirement of corporate learning whereby knowledge is shared among people.

In particular, the three cultural aspects of collaboration, trust and learning play an essential role in improving the effectiveness of learning in companies. For example, collaboration provides a shared understanding of current issues and problems among employees, which helps generate new ideas within organizations. Confidence in the decisions of their leader is a necessary precursor to the creation of new knowledge. The key is for leaders to instill a culture of trust and transparency in knowledge sharing within organizations so that information can be found and used instantly.

In addition, the time spent on learning is positively related to the amount of knowledge acquired, shared and implemented. Therefore, leaders can reshape and in some cases manipulate corporate culture to facilitate learning within departments and business units of organizations. Managers can now see how the corporate culture forms the basis of a supportive workplace for sharing and synthesizing organizational knowledge and thus narrowing the gap between success and eventual failure.

How knowledge management improves talent management

Leaders found that knowledge management changed behaviors, resulting in new insights and knowledge. Changing the existing follower behaviors generating new knowledge is a key factor in improving a company’s competitive advantage. It’s a fact, but it comes down to how talented employees are managed by executives. Why is this, you may ask? Because knowledge management is a process that leads to gaining new ideas and knowledge, and potentially correcting sub-optimal or inefficient actions and behaviors that drive businesses out of control.

Leaders must first support this approach to knowledge management. Talent management in organizations is the ultimate result of knowledge management whereby it is created and acquired by connecting with others who want to share successes and failures. This leads to converting the acquired knowledge into organizational processes and activities to improve or interrupt the processes that contribute or inhibit success. Many leaders see talent management as the result of various factors such as knowledge management and a climate that inspires innovation and creativity within organizations. However, a more holistic approach needs to be introduced to bring together the different aspects of potential contributions to talent management.

Knowledge management requires various processes such as acquiring, collaborating, disseminating, sharing, generating and storing knowledge to acquire knowledge within an organization. One question remains: how do you relate knowledge management to talent management?

Well, some researchers point to the strategic role of knowledge management in improving the effectiveness of talent management. For example, a researcher named Bayyavarapu at the University of Western Ontario suggests a learning-based approach to talent management to understand how knowledge management relates to various talent management practices. More importantly, the effective implementation of talent management requires the sharing of best practices and experiences among employees. Knowledge management improves organizational processes by sharing knowledge that can increase both follower engagement and personal development.

Executives can indeed improve knowledge management when they want to focus on sharing it to empower followers to create a learning climate. Most importantly, knowledge is managed through ‘learning by doing’, which is more engaging. Leaders around the world are realizing that they play a critical role in achieving the best learning climate and in improving the knowledge management that creates learning and organizational growth. Engaging subscribers and getting them to participate in knowledge management activities is an important part of talent management. Thus, knowledge management has a positive impact on the effectiveness of talent management by facilitating the sharing of knowledge by all managers and employees of the organization. Knowledge sharing can contribute to the development of a learning organization in which people continuously grow and develop, both personally and professionally. Executives need engaged and inspired people to meet the demands of daily operations.

For now, executives can develop conducive learning climates that foster collaboration and knowledge management in which knowledge is shared and leveraged. Unshared knowledge is like lettuce in the refrigerator – if it is eaten and shared, everyone appreciates it, otherwise it could go wrong and be of no use. Executives found that knowledge sharing enables companies to improve knowledge management and that talent management relies heavily on stimulating continuous learning within organizations. Executives play a crucial role in improving talent management by improving knowledge management to enable employees to pursue organizational goals.

The following figure provides an overview of how the leaders who drive the corporate culture improve knowledge management and talent management.

In conclusion

Insufficient consideration of the impact of knowledge management on the organization’s talent management was also criticized. So, I suggest that academics take our ideas and continue to conduct research using executives as the focal point so that the university scholarship can meet the needs for managerial implications at the upper echelons of organizations around the world.


Mostafa Sayyadi works with business leaders to effectively develop innovation in businesses and help businesses, from start-ups to Fortune 100—Success by improving the effectiveness of their leaders. He is a longtime business book author and contributor to business publications and his work has been featured in leading business publications.

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