Questioning the conventional wisdom: culture‐knowledge management relationships

Purpose The aim of the paper is to provide a framework to enable firms and researchers to better understand and to test for the impact of various levels of culture on knowledge management practice and success. Design/methodology/approach The paper questions the conventional wisdom that culture is a critical antecedent of KM success under all circumstances. Findings A conceptual framework that can be used by a firm to address culture‐KM relationship issues or by researchers to study them more rigorously is developed. Practical implication The measures presented here may be employed by firms, without sophisticated statistical analyses, to address issues of culture‐KM relationships. Originality/value The paper questions the conventional wisdom and develops an approach that may be used to test it.