The overall objective of this study is to examine the practical relationships betweenrnorganizational culture and knowledge management imperatives in the context ofrnUNECA configuration. Moreover, this research endeavored to examine thernpredicting impact of organizational culture on knowledge management dimensions.rnA cross-sectional and descriptive design; and quantitative survey method werernemployed for this study. Data gathering instruments such as a questionnaire andrndocument analyses were used. An online questionnaire was distributed to 163rnknowledge-workers, (working in seven offices of the Commission located across thernfour corners of Africa); 66 knowledge-generators; 97 knowledge-deliverers. Arnrepresentative sample size from Professional, National Officer and General Servicerncategories were chosen using a mixed sampling method of stratified, purposive andrnrandom-sampling, took part in the study. The data obtained through thernquestionnaire was analyzed using descriptive and inferential statistical tools suchrnas percentage, frequency, mean scores, standard deviation, standard mean error, t-rnTest, and correlation and regression coefficient. The data collected and analyzedrnhas revealed that UNECA has an imbalanced organizational culture where one orrntwo attributes of its organizational culture profoundly dominating its commonrnvalues and behavior of its knowledge-workers. Moreover, UNECA heavily relied onrnand limited to very few distinct knowledge management processes to deliverrnknowledge management services. Consequently, its knowledge-culture interfacerncompiled to accommodate a mismatch between organizational culture andrnknowledge management variables and failed to bring the conceptual knowledgernmanagement model. The two categories of knowledge-workers perceived thernorganizational culture of the Commission differently. The organizational culturernnot only created a positive and strong relationship with knowledge managementrndimensions but also had a predicting impact on the latter. These findings summedrnup to lead to a conclusion that UNECA has no effective knowledge culture thatrnwould have been streamlined and aligned to its refocusing theme to help inrnenhancing its contemporary efforts towards becoming a knowledge-basedrnorganization. That in turn would have contributed tremendously to achieve thernCommissions primary objective, i.e., to become and remain the premier think thankrnon Africaâ€™s transformative agenda through purpose-oriented knowledgernmanagement. In order to bring the required amalgamation between organizationalrnculture and knowledge management, the overall recommendation of the study wasrnthat UNECA should revamp and double up the existing efforts to build an effectivernknowledge-culture by creating, developing and sustaining a strong and balancedrnorganizational culture. UNECA might introduce organization-wide culturalrninterventions that would not only last long to commence the necessary level ofrnalignment between organizational culture and knowledge management but also tornensure that UNECA knowledge culture interface linkup with a feedback system thatrnwould further affirm organizational effectiveness.rnKey words - knowledge management and organizational culture