A study of organizational culture and knowledge sharing in Rekom Aalborg

Student thesis: Master thesis (including HD thesis)

  • Frederik Rath Madsen
4. term, Learning and Innovative Change, Master (Master Programme)
This abstract’s purpose is to give an overview off the different elements, and how they are structured to give the best answer to the problems raised in this project. This project is basically founded in my preunderstanding of some problems based on the work as venue manager in relation to knowledge sharing. Through a mutual collaboration between the Country manager for Denmark and me, we decided that I could do my research in their division in Aalborg. This project broadly subscribes to social constructionism, which perceives the world as socially constructed from the social contexts which individuals participate in. The theory is based on it’s relevance to describe the organizational culture, as well as how they fit into the scientific-theoretical rigor throughout the project. Social learning including practice communities, motivation theory and social identity become key concepts in describing organizational culture. Method involves the methodological considerations underlying the collection of empirics and subsequent empirical treatment. This involves the design of the interview guide, conducting interviews and meaning condensation of the empiricism. The analysis deals with the theoretical key concepts and how they can help to describe the organizational culture in Rekom Aalborg. Cathrine Hasses's (b. 1956) concept of cluster perceptions will form the structure of the analysis and based on the empirical descriptions will guide the analysis. The theoretical key concepts will be used to describe the organizational culture of these cluster conceptions. Discussion is based on discussing of the analytical points obtained and discussing whether these are challenging for a more knowledge sharing culture. The general expression is that within the individual bars there are a community that promotes a more knowledge-sharing culture. By hierarchy, there are challenges in terms of co-determination, sparring and feedback that challenge a more knowledge-sharing culture. The conclusion makes uses the main points to answer the problem raised in this project. In general, it can be concluded that organizational culture is generally conducive to a more knowledge-sharing practice internally at the bars and that it is challenged when it moves upwards in the hierarchy. Design addresses how the main points from this study can be worked out for a design. My design is based on creating a meeting agenda that can help promote a more knowledge-sharing culture.
Publication date2 Jun 2020
Number of pages48
External collaboratorRekom
Rekom Jacob Jørgensen jakob@rekom.d
Information group
ID: 333470031