The Impact Of Organizational Culture On Information Sharing

A key factor in the failure of the intelligence community is the resistance to information sharing. Organizational culture is an essential link in understanding the resistance to information sharing. Using Edgar Schein's organizational culture model, this paper analyzes the organizational culture of the Department of Homeland Security and the Federal Bureau Investigation with an eye toward how organizational cultures of the Department of Homeland Security and the Federal Bureau impact information sharing. The Department of Homeland Security must identify, understand, and work through the barriers of organizational cultures within the intelligence community. Part of creating a culture of information sharing involves changing the way people value information sharing and collaboration by encouraging behaviors that foster sharing and discouraging those that do not. The Department of Homeland Security lacks several key characteristics in building an organizational culture such as a stable membership and shared history. The Department of Homeland Security is a newly structured organization with multiple agencies and departments with diverse missions. The creation of a unified organizational culture within the Department of Homeland Security will take time to develop because of the magnitude and complexity of the organization. In comparison, the Federal Bureau of Investigation was established in 1908 as a law enforcement-centric organization. However, the Federal Bureau of Investigation's Director, Robert Mueller, changed the organization to threat-based and intelligence driven organization after the events of 9/11. The Federal Bureau of Investigation has maintained its organizational culture while undertaking reorganization. The Department of Homeland Security and the Federal Bureau of Investigation have an opportunity to bridge the information sharing gap through the development of joint threat assessments. The Federal Bureau of Investigation and the Department of Homeland Security have some similarities in their missions. The Federal Bureau of Investigation has experience in developing threat assessments and the Department of Homeland Security is required to produce threat assessments. The Federal Bureau of Investigation offers an opportunity to teach and mentor members of the Department of Homeland Security in intelligence functions. If the organizations shared their resources and pooled their knowledge, information would become more transparent.

Business and information managers have struggled to meet several challenges in aligning information strategies and business cultures. The consequences of a misalignment or misfit of strategy and culture are well known in business literature, and better guidance on how to better align strategy and culture is needed. This means expanding the puzzle to align business and information cultures, align business and information strategies, and ensuring that there is a good ongoing fit between information cultures and business strategies. It also means that awareness of the information capabilities of an organization needs to be raised along with the different levels and types of information cultures. Relating Information Culture to Information Policies and Management Strategies is a critical scholarly publication that provides a holistic picture of information cultures in order to help business managers understand those cultures and to provide a foundation upon which to ground and grow future information culture research. Highlighting a wide range of topics such as information culture, business strategies, and risk assessment, this book is essential for business managers, organizational executives, information managers, cultural experts, practitioners, academicians, managers, researchers, and students.

Organizations are facing major disruptions in technology, consumer preferences, and in the makeup of their workforce, and as a result, they will need to adapt to these rapidly changing times to stay effective. Organizations that are able to tap into the collective knowledge of their employees and leverage their insights will have an advantage over those that lack this connectivity. Implementing a knowledge management (KM) strategy can help organizations improve operational effectiveness, innovation, and adapt to changes, but the majority of KM implementations fail due to misalignment with the organization's existing culture. Organizational culture can enable effective KM, or it can be a barrier to its implementation. The Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance defines the relationship between organizational culture and knowledge management and how they impact one another. This handbook also identifies critical business practices to assist organizations in transitioning to work from home while maintaining a strong corporate culture that includes beneficial knowledge-sharing behaviors. Covering topics including knowledge management, organizational culture, and change management, this text is essential for managers, executives, practitioners, leaders in business, non-profits, academicians, researchers, and students looking for research on how organizations can thrive and adapt due to emerging global disruptions as well as local or internal disruptions.

This book is for both specialist and generalist. For Information Technology (IT) and Educational Management (EM) researchers, it brings together the latest information and analysis of ITEM projects in eleven countries. But the issues raised by this collection of papers are so important for schools, school systems and the future of education that it is essential reading not only for researchers but also for teachers, administrators and all concerned with the planning and governance of our education systems. New technologies may improve our lives in two ways: by enabling us to do things better (accomplishing what we do already more efficiently) and by enabling us to do better things (accomplishing new things that we were not able to do before). Sometimes "doing things better" merges into "doing better things". Thus in the 19th century the coming of the railway enabled our forbears to accomplish their existing journies in less time and in greater comfort. But it also opened up the prospect of new journies to more distant places, and led ultimately to far-reaching changes in lifestyles in new, commuter settlements far from the old city centres. So it is in the present day with Information Technology in Educational Management. Some of the papers in this volume focus on specialist tasks, for example how to develop a computer-based decision-support system to help those drawing up school timetables. Others address situations in which the power of the technology offers us the potential to change radically what we do.

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

As knowledge economies become increasingly important around the world, it is essential that organizations are able to transform their knowledge into a competitive advantage. This textbook offers an interdisciplinary approach to knowledge management written specifically for postgraduate students in business and management schools. Knowledge Management presents classic and advanced concepts, models and frameworks using a clear logical structure, which covers building knowledge competence, the knowledge lifecycle, and integration of knowledge management with business decision making. An overall framework illustrates links between chapters and ensures readers can gain a body of actionable knowledge rather than learning isolated, uncontextualized topics. Based on cutting-edge research findings and covering the most advanced IT and IS technologies, this book emphasises the need for knowledge management to span boundaries across organizations, supply chains and partnerships, rather than being limited to individual learning and sharing within businesses. Knowledge Management is international in scope and includes real world case studies and role play scenarios to show how theories are applied in practice, and "think back" and "critique discussion" questions to encourage reflective learning and critical thinking. This indispensable text provides a dynamic picture of the evolution of knowledge management and demonstrates its full potential to enable better business decisions. Accompanying online resources include PowerPoint slides for lecturers and exercise questions for students.