Every organisation has its own unique culture even though they may not have consciously tried to create it. Rather it will have probably been created unconsciously, based on the values of the top management or the founders or core people who built and/or direct that organisation. Over time, individuals (particularly the organisation's leaders) attempt to change the culture of their organisations to fit their own preferences or changing marketplace conditions. This culture then influences the decision-making processes, it affects styles of management and what everyone determines as success.

When an organisation is created its knowledge culture becomes the foundation on which the organisation will exist. The knowledge, acquired by people in organisations is not always 'their own' but is largely influenced by the socialisation processes of the specific culture to which they belong.

Organisational knowledge culture is often referred to in the same breath as organisational knowledge change - and you will often find both processes linked.