Editing Organizational learning (section)

=== The role of organizational culture ===
Culture is considered as the holding strength between members of an organization. Culture brings a representation of past learning and an instrument to communicate it through the organization.<ref>{{cite journal | last1 = Schein | first1 = E. H. | year = 1984 | title = Coming to a New Awareness of Organizational Culture | journal = Sloan Management Review | volume = 25 | issue = 2| page = 3 }}</ref>

Finding shared vision is important to enable the adaptation of new systems and technologies that can be accepted by the organization and its members. Sharing a culture and encouraging knowledge sharing allows more efficient transfer of knowledge in organization between its levels.<ref name=ARDICHVILI-A-2008/>{{rp| 547}} Sharing information between different cultures can be limited due to varying norms and it can end up in one or both sides hoarding knowledge <ref name=ARDICHVILI-A-2008/>{{rp| 543}}

Willingness to inquire can also be related to differences between culture groups or culture of multicultural organizations in general. Status, modesty, fear of embarrassment, etc. contribute to the interaction we decide or do not decide to initiate.<ref name=ARDICHVILI-A-2008/>{{rp| 546}} It has been studied that organizational culture is one of the most important enablers in knowledge sharing. When the information is not shared due to hoarding based on cultural differences it becomes a major barrier in business.<ref name=ARDICHVILI-A-2008/>{{rp| 547}}

Different influential factors regarding characteristics of an organizational culture (especially in knowledge-centered cultures) affect the processes of knowledge management.<ref name="Intezari et al., 2017">{{cite journal |last1=Intezari |first1=Ali |last2=Taskin |first2=Nazim |last3=Pauleen |first3=David J. |title=Looking beyond knowledge sharing: an integrative approach to knowledge management culture |journal=Journal of Knowledge Management |date=2017 |volume=21 |issue=2 |pages=492–515 |doi=10.1108/JKM-06-2016-0216 |issn=1367-3270}}</ref> these can include:

* Social interactions
* Openness in communication
* Trust
* Perception of knowledge
* Top management's support and involvement
* Freedom vs. control
* Compensation system (organizational rewards)