Abstrakt

In this paper, the authors address a new approach to three organizational, functional cultures: knowledge culture, learning culture, and collaboration culture, named together the KLC cultures. Authors claim that the KLC approach in knowledge-driven organizations must be designed and nourished to leverage knowledge and intellectual capital. It is suggested that they are necessary for simultaneous implementation because no one of these functional cultures alone is as beneficial for a company as all of them are together. Moreover, there is a risk that organizations with a learning culture developed without collaboration are stuck at the individual level of learning only; and that a knowledge culture developed without a learning culture jeopardizes the organization to be stuck in a passive way where only old, multiply verified knowledge is accepted. As a result, such companies cannot grow. That extreme situation leads to the rejection of new knowledge that is usually rationalized by the need for business safety security - that is nothing more than a ruse for intellectual laziness or personal barriers of fixed-minded managers. Summing up, based on the empirical evidence (640-cases sample, composed of Polish knowledge workers; SEM method of analysis), this paper delivers empirical evidence that knowledge culture rejects mistakes acceptance component of learning culture and that the learning climate component itself is not sufficient for explicit knowledge sharing. Knowledge sharing, organizational intelligence, and innovativeness are key benefits of the synergy that offers the KLC cultures simultaneous implementation and cultivation. The results expand the former studies by Kucharska and Bedford (2020; 2023) and Kucharska (2021a-b) and expose that KLC cultures and TRUST are needed to develop tacit knowledge sharing clearly is an essential ingredient for organizational intelligence development.

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