Abstract

In recent years Knowledge Management(KM) has received increasing attention from both academics and practitioners. The global economy has compelled organisations to develop approaches to KM to stay competitive. Despite the central role of culture in knowledge, limited attention has been given to its impact on the practice of KM. Drawing on research in an organisation in Solomon Islands, the paper examines the role of national culture. In this paper, Solomon Islands’ national culture with its main features of multiplicity of subcultures, big-manism, wantokism, pijin and the people’s experiences through mission work, government and war are highlighted as providing encouragement but also barriers to KM. The qualitative research drew on methodological triangulation which included semi-structured interviews, focus groups, and participant observations. The findings show that culture plays an important role in how organizational members perceive the importance and value of knowledge. Important knowledge is perceived to be ‘cognitive’ acquired through education and indigenous knowing is socially constructed and is mainly underappreciated in its tacit form. The paper contributes to theory and practice, arguing for the relevance of understanding cultural dynamics in KM.