Contemporary challenges of labour and the digital economy have forced a further reckoning between science and art in order to ensure the staying power and success of firms and institutions as the twenty-first century progresses. This requires leveraging strategic performance management systems, culture research, and expert intuition, to create a conceptual model for calibrating an organizational culture that will optimize organizational performance.

Using original data and structured interviews with senior executives from the Caribbean banking sector, the author provides an in-depth case study approach that is accessible to a wide range of readers. State-of-the-art concepts and theories pertaining to organizational culture, systems thinking, and knowledge management are examined and deconstructed alongside and integrated with case study findings on relationships among organisational culture, knowledge sharing, and organizational performance. The outcomes of this analysis establish that these variables and others can be amenable to quantitative measurement and realignment, in order to realize strategic goals.

While providing fundamental empirical insights into how knowledge sharing and culture affect different aspects of performance, this book also demonstrates how organizational tensions can be leveraged for benefits to a firm. In doing so, it extends the field of organizational development to fit the hefty demands of doing business in the Fifth Industrial Revolution.