Informal organizational culture: the foundation of knowledge workers' performance

Abstract

Purpose

The paper aims to serve as a reminder of the fact that creating a strong atmosphere of trust and longevity in employee relations is ultimately the most robust route to maintaining a sustainable competitive edge.

Design/methodology/approach

In addition to a literature review, empirical evidence is drawn from qualitative interview data. The research setting covers five distinct business organizations representing technology industries and knowledge‐intensive business services.

Findings

The paper indicates that even in knowledge‐intensive firms a good team spirit and skilful management remain more important than the use of the latest technology. Furthermore, it is maintained that the role of information technology in supporting the decision‐making process in knowledge work is often very much overemphasized. However, modern information technology continues the long trend of the automation and mechanization of work and, if used properly, it can indirectly contribute to creating more space for interpersonal interaction by eliminating routine work.

Originality/value

The paper encourages practical managers to focus more on people than on technology.

Citation

Pyöriä, P. (2007), "Informal organizational culture: the foundation of knowledge workers' performance", Journal of Knowledge Management, Vol. 11 No. 3, pp. 16-30. https://doi.org/10.1108/13673270710752081