It is possible to categorise organizational cultures as:

• clan cultures - characterized by loyalty, commitment, teamwork, and consensus;
• ad hocracy cultures - characterized by entrepreneurialism, innovation, and freedom;
• hierarchical cultures - characterized by formalism, structure, and stability;
• market cultures, which are goal- and results-oriented and competitive (Cameron & Quinn, 199, cited in Martin, 2007, p.399).

There are also cultures of:

• control - where certainty and control set the framework for knowledge;
• collaboration - where stakeholders synergies are linked to knowledge acquisition and use;
• competence - where distinctiveness in terms of competencies forms the setting for knowledge;
• cultivation - where cultural enrichment is sought through the attainment of knowledge-based goals (Schneider et al, 1996, cited in Martin, 2007, p.399).

Some organizations appear to have stronger and more deeply rooted cultures than others. Strong culture represents a coherent set of beliefs, assumptions, and practices embraced by most members of the organization. Strong cultures help organisations function like well-oiled machines. Weak culture refers to little alignment with organizational values and control is exercised through extensive procedures and bureaucracy.

Although an organization as a whole may be characterized as having a particular type of culture. many different types of micro-cultures may co-exist within an organization (Dalkir, 2005).

According to Schein (1992), culture is the most difficult organizational attribute to change, outlasting organizational products, services, founders and leadership and all other physical attributes of the organization.

However, organizational culture influences behaviours and the role of leaders, the selection of technology, the evolution of knowledge management, and its expected outcomes (Alavi et al, 2006, cited in Martin, 2007). Consequently, organizations with more open and supportive features, such as those of trust, collaboration, and learning, are more likely to engage in effective knowledge creation and sharing practices, as well as to be more innovative and more flexible in responding rapidly to the needs of changing markets. Research supports the contention that best practice in knowledge management occurs within organizations that have cultures that are collaborative and informal, which offer support at both senior and line management levels, and embody core values of teamwork. a bias toward action, and learning and informal communication channels, including the use of stories (Martin, 2007, p.400).