Collaborative Organisational Culture and Knowledge Management in DSIBs: Insights from the SECI Model’s Combination Phase

In today's knowledge-driven economy, effective knowledge management is leading to organizational success. Yet, its implementation hinges not just on systems, but crucially on organizational culture, particularly collaboration. While its importance is widely acknowledged, fostering a culture of continuous knowledge exchange remains a challenge, especially in dynamic sectors like banking, where strategic agility is vital. This study addresses the gap between recognizing collaborative culture's value and its practical application, focusing on how it influences KM practices within Domestic Systemically Important Banks. Specifically, the research investigates the impact of collaborative organizational culture on implementing KM practices, with a lens on the SECI model's combination phase. Employing a mixed-methods approach where qualitative interviews with 20 executives and a quantitative survey of 384, the study reveals that hierarchical, process-oriented, and freedom-driven collaborative cultures, all underpinned by strong leadership, significantly shaped KM implementation in D-SIBs. The findings underscore the need for D-SIBs to cultivate a multi-faceted collaborative culture. Recommendations include fostering hierarchical structures for consistency, process-oriented approaches for standardized execution, and a degree of freedom for innovation, all supported by leadership development to optimize knowledge sharing and utilization.