Shu‐Mei Tseng, (2010) “The correlation between organizational culture and knowledge conversion on corporate performance”,Journal of Knowledge Management, Vol. 14 Issue: 2, pp.269-284, https://doi.org/10.1108/13673271011032409

Organizational culture can significantly promote or hinder the success of knowledge management initiatives. This study seeks to develop and test empirically a conceptual framework to investigate the correlation between organizational culture and knowledge conversion on corporate performance. The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.

The research topic is the correlation between corporate culture and knowledge conversion on corporate performance. The research question is “How does a company’s corporate culture affect the company’s performance?” The type of data that was collected is shallow opinion and attitudes, as well as cultural knowledge. The data gathering method includes questionnaire and statistical analytical techniques to gain the best exploration on organizational culture, knowledge conversion and corporate performance. The method of data analysis for this particular study is qualitative data.

I think that this study captures the correlation between corporate culture and corporate performance very well. But it is important to understand the limitations of this study. AS the authors write, “The research investigates the correlation between organizational culture and knowledge conversion on corporate performance under a Chinese‐centric set of societal, cultural and linguistic attitudes and behaviors. However, different countries have different cultures. Future research could extend this study to other regions of the world with a different set of attitudes and behaviors”.