Abstract
Knowledge Management (KM) practices are markedly influenced by country level variables that act as important filters influencing how organisational actors enact KM at micro-levels of activity. Specifically, we suggest that certain countries have a particular knowledge-sharing cultural ethos and that this is attributable to historical factors. We discuss Germany, Japan and Russia, contrasting their different national orientation to knowledge acquisition and development. The limitations of correlating national histories with knowledge-sharing behaviour are acknowledged, but we argue that particular and necessary insights are gained by doing this.
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