Managing Knowledge Report: Organisational Culture and Uber's KM

This report critically evaluates knowledge management practices, focusing on the case of Uber. It begins by defining key concepts of knowledge and knowledge management, distinguishing between explicit, tacit, and implicit knowledge, and illustrating the DIKW pyramid. The report examines how organizational culture affects knowledge management, exploring characteristics like collaboration, trust, and autonomy, and applying Cameron and Quinn’s organizational culture typology to Uber. It analyzes the role of Kolb's four stages of learning and Earl's seven schools of knowledge management in the context of Uber, evaluating which school best reflects Uber's activities. The report further discusses how technologies, and ICT, transform business operations, with a specific focus on Uber, including ethical and legal implications associated with knowledge management processes. The report concludes by synthesizing the key findings and recommendations for Uber's knowledge management strategies.