Organizations have very different personalities and metabolic rates. What works for one may not work for another. They have different goals, social contexts, histories, value systems. Within organizations, material practices and reward structures differ. In short, organizational culture will have a significant bearing on whether the KM pill produces the desired outcomes or unintended side-effects.
Organizational culture is a slithery construct, difficult to operationalize.
While we may not be able to define it with precision, we know it when we see it. They may, in fact, combine, elements of all three. To say that Balliol is not BT is to state the obvious. We all know that Oxbridge colleges and Fortune 500s are different species. For one thing, the rhythms of collegiate and corporate life are palpably different.