Harnessing Organizational Culture for Effective Knowledge Management: Insights from Non-Government Sectors with an Agile Approach

Aji Baskoro(1*), Rizki Kurniawan(2), Dana Indra Sensuse(3), Sofian Lusa(4), Nadya Safitri(5), Damayanti Elisabeth(6),

(1) Universitas Indonesia, Indonesia
(2) Universitas Indonesia, Indonesia
(3) Universitas Indonesia, Indonesia
(4) Universitas Indonesia, Indonesia
(5) Universitas Indonesia, Indonesia
(6) Universitas Indonesia, Indonesia
(*) Corresponding Author

Abstract


The effectiveness of knowledge management (KM) within organizations is closely linked to the underlying organizational culture, particularly in dynamic environments such as Internet Service Providers (ISP) and non-government institutions. This study explores the influence of Agile organizational culture on KM processes, focusing on how cultural attributes such as adaptability, collaboration, and continuous learning impact the creation, sharing, and application of knowledge. A systematic literature review (SLR) was employed, guided by the PRISMA 2020 framework, to ensure rigor and transparency. Data was collected from journals published between 2020 and 2024 across five major databases: Scopus, ScienceDirect, ACM Digital Library, IEEE Xplore, and Emerald Insight. From an initial pool of 494 articles, duplicates were removed, and titles and abstracts were screened, leaving 101 articles for further review. Subsequently, inclusion and exclusion criteria were applied, resulting in 24 articles that met the study's objectives. The analysis involved quality assessment using standardized checklists and synthesis of findings to identify the relationship between Agile culture and KM practices. Key frameworks, including the Competing Values Framework (CVF) and the Hofstede Model, were identified as effective tools for assessing and shaping organizational culture in alignment with KM objectives. The findings reveal that Agile cultural practices, when effectively integrated, enhance knowledge flow and foster innovation by promoting open communication and reducing knowledge silos. Structured assessment models like CVF and Hofstede provide organizations with a strategic approach to aligning cultural attributes with KM goals. This study contributes to understanding how Agile cultural principles can be leveraged to optimize KM within non-governmental contexts. The insights derived offer practical guidance for organizations aiming to improve KM practices through cultural alignment, thereby supporting adaptability and sustained competitive advantage. Future research could expand on this foundation by investigating cultural interventions in specific organizational settings.

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References


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DOI: https://doi.org/10.30645/kesatria.v6i2.598

DOI (PDF): https://doi.org/10.30645/kesatria.v6i2.598.g593

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