Knowledge management is recognized as a competitive advantage and several organizations are incorporating it as a core strategy to enhance their organizational competitive advantage. Many of the organizations that have implemented knowledge management as a corporate strategy have not achieved their objectives and are having a growing sense of disenchantment about its practicality. Research revealed that organizational culture is a major barrier to creating and leveraging knowledge assets. This research examined the relationship between organizational culture and knowledge management. The Competing Values Framework devised by Robert Quinn and John Rohrbaugh (1983), was used to analyze the differences in organizational culture profiles and how they might be related to the various dimensions of knowledge management. The implications of this study can be of significant value to organizations as they prepare to implement knowledge management initiatives. The findings could help organizations assess the likelihood that implementation of knowledge management initiatives will be successful or will increase the organization’s competitive advantage in relationship to the current culture.