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In the present knowledge economy, Adult Education (AE) plays an important role in creating, distributing, and applying knowledge through research and practice. AE programs are considered to be political and ethical activities (Cervero & Wilson, 1995; Wlodkowski & Ginsberg, 1995) that often occur in organizational contexts, including academic, for-profit, and non-profit groups. Organizations tend to have a predominant outlook on knowledge that is part of organizational culture (OC) (Wikstrom & Normann, 1994). A new line of inquiry, Knowledge Management (KM), focuses on how knowledge is acquired, created, and distributed (Alvesson & Karreman, 2001; Lengnick-Hall & Lengnick-Hall, 2003) within organizations. Alavi and Tiwana (2003) suggest that KM has unexplored socio-cultural aspects. The purpose of this paper is to uncover connections between OC and KM theories that impact AE. Knowledge Management (KM)

In the present knowledge economy, Adult Education (AE) plays an important role in creating, distributing, and applying knowledge through research and practice. AE programs are considered to be political and ethical activities (Cervero & Wilson, 1995; Wlodkowski & Ginsberg, 1995) that often occur in organizational contexts, including academic, for-profit, and non-profit groups. Organizations tend to have a predominant outlook on knowledge that is part of organizational culture (OC) (Wikstrom & Normann, 1994). A new line of inquiry, Knowledge Management (KM), focuses on how knowledge is acquired, created, and distributed (Alvesson & Karreman, 2001; Lengnick-Hall & Lengnick-Hall, 2003) within organizations. Alavi and Tiwana (2003) suggest that KM has unexplored socio-cultural aspects. The purpose of this paper is to uncover connections between OC and KM theories that impact AE.

In the aftermath of the fall of the Iron Curtain, the European Union (EU) has included more and more new member states from Central and Eastern parts of the European continent. This enlargement process has increased the cultural diversity of the European community as new languages and minority groups have been subsumed into the EU. It is the purpose of this article to discuss the challenges that result from the EU's enlargement, together with the added intra-European mobility of cultures, that affect the national knowledge infrastructures. Based on recent social scientific scholarship on mobility and cultures, this article proposes that knowledge management in contemporary Europe is not only a technological or organisational issue but also a cultural question. Since people are free to move within the EU, it becomes of greater importance not only to increase our understanding of other cultures but also to ensure that member states can provide public services for EU citizens arriving from other cultural regimes. The paper shows that, because of the increased mobility of cultures, national knowledge infrastructures have to be opened and remodelled. New forms of collaboration between national knowledge systems are needed to guarantee the equal treatment of people representing different cultures in contemporary Europe. ; peerReviewed

AbstractA preliminary research agenda for the relationship between culture, at several levels, and knowledge management (KM) practice and success is developed. The levels of culture that are considered are national culture (NC), overall organizational culture (OC), organizational climate, organizational subcultures, subunit cultures, and team climate. The national and organizational levels have previously been dealt with in largely separate research streams. The ubiquity of globalization demands that they be integrated into a single research agenda. Indicators that may serve as measures of the dependent variable in the culture–KM relationship are suggested as is a format that facilitates the formulation of specific research questions. While culture is usually thought of as the independent variable in the culture–KM dyad, the role of culture as the dependent variable in these relationships is also treated. Copyright © 2007 John Wiley & Sons, Ltd.

PurposeDue to its complex nature and influence, an inappropriate organisational culture can be a strong impediment to effective knowledge sharing in an organisation, yet a suitable culture enhances organisational effectiveness. The aim of this study was to elucidate the role of organisational culture in facilitating knowledge sharing in a selected government ministry in Botswana. The role of people, collaboration, trust and rewards was explored to explicate their influence on knowledge sharing.Design/methodology/approachA descriptive survey design was adopted in which a questionnaire was administered to 127 respondents who were sampled from a population of 431 employees of the ministry based at the head office in Gaborone, with 97 questionnaires successfully completed and returned culminating in a 76.4% response rate.FindingsThe findings of the study exposed a significant and positive correlation between organisational culture and knowledge sharing in the government ministry covered in the study, although incidents of ineffective knowledge sharing were detected. Out of the four elements of organisational culture that were examined (people, collaboration, trust and rewards), the correlation analysis revealed a significant and positive relationship between the independent variables and the dependent variable in three of the four independent variables under study.Originality/valueThe study identified gaps in managing knowledge and proposed suitable measures which can add value to knowledge-sharing practices within the selected ministry and elsewhere. The findings of the study are critical as they enable the management at the ministry to develop capabilities for improving knowledge-sharing practices.

Contents -- List of Illustrations -- Acknowledgments -- Foreword -- Notes -- 1. Introduction: The History and Future of Integral Ecologies -- Ecologies -- Integral -- Chapter Summaries -- Notes -- References -- I: Foundational Thought -- 2. For an Emerging Earth Community: Thomas Berry and a Shared Dream -- Our Great Work -- By Means of Story and Dream -- Liberation -- Earth Charter, Earth Jurisprudence -- Religion and Ecology -- The Unfolding Journey -- Notes -- References -- 3. An Overview of Integral Ecology: A Comprehensive Approach to Today's Complex Planetary Issues -- The Four Quadrants -- The Integral Ecology of Toxic Emissions -- Terrain of Behavior -- Terrain of Systems -- Terrain of Culture -- Terrain of Experience -- Animal Perspectives -- 200+ Perspectives -- An Integral Look at the Concept of Biodiversity -- Avoiding Stealth Advocacy -- The Value of Species -- The Role of Extinctions -- The Interiority of Organisms -- Including Multiple Perspectives -- Conclusion -- Acknowledgments -- Notes -- References -- 4. Integral Ecology and Edgar Morin's Paradigm of Complexity -- General Eco-(Bio-Anthropo)-Logy -- Planetary Ecology -- Ecology of the Noosphere -- The Evolution of Consciousness -- Conclusion -- Notes -- References -- 5. Integral Ecology's Debt to Holmes Rolston III -- Origins and Limitations of Anti-Anthropocentric, Biocentric Egalitarianism -- Key Features of Rolston's Evolutionary Approach to Environmental Ethics -- Human Superiority -- What Integral Ecology May Contribute to Rolston's Thought -- Notes -- References -- II: Worldviews and Perspectives -- 6. Cultivating Wisdom: Toward an Ecology of Transformation -- Worldviews, Cosmologies, And Wisdom -- Integral Ecologies and Wisdom -- Cultivating Wisdom: Toward an Ecology of Transformation -- Conclusions -- Notes -- References -- 7. The Relational Spiral of Integral Ecology

AbstractThis paper examines the role of culture in university–industry R&D collaboration and knowledge interaction in the context of multinational corporations in China. Earlier university–industry studies focus primarily on one‐way technology and knowledge transfer; however, the present study argues that in the studied context more interactive types of knowledge interaction like knowledge co‐creation should be of key concern. The main challenge of the R&D collaboration lies in the understanding of culture in general and Chinese guanxi (interpersonal relationship) in particular in collaborative knowledge creation, in which the dominant type of knowledge involved is most often tacit, future oriented, complex and context‐specific. This is particularly important when dealing simultaneously with multi‐disciplinary applied research where cultural challenges appear prominent. Copyright © 2010 John Wiley & Sons, Ltd.