How willing are CEOs willing to change Organization Culture to Support KM?

Storey and Barnett (2000) noted the following:

For example, an Ernst & Young survey of 431 US and European organizations conducted in 1997 found that the biggest reported difficulties were ``changing people's behaviour'', and the existence of an inappropriate ``organizational culture'' (Ruggles, 1998). Likewise, in his classic Fortune magazine article, ``Brainpower'', Thomas Stewart (1991) argued that getting results from investing in knowledge requires ``a corporate culture that allows it to flow freely, which means breaking down hierarchies and getting rid of rules that stifle new ideas''.

Story and Barnett (2000) demonstrated that knowledge management initiatives are prone to fail even when they are reasonably well resourced and there appears to be ample commitment from top management. They found that as long as KM appeared simply to be an add-on to the existing
organization and seemed to promise greater efficiency through the freer flow of information, the support of top management was very evident. However, the commitment did not extend to
a concerted willingness to overturn deeply ingrained cultural practices of the organization.

Does having new knowledge management initiatives require changes in organization culture?

References:

John Storey and Elizabeth Barnett, Knowledge management initiatives: learning from failure, Journal of Knowledge Management Volume 4 . Number 2 . 2000 . pp. 145±156