Culture and KM in China

Abstract

PurposeThis study seeks to present observations on the impact of Chinese culture traits on knowledge management practices in Chinese corporations.Design/methodology/approachThe paper presents an analysis of the authors' own experience as senior managers in implementing a globalization strategy for a leading Chinese domestic IT services company. It specifically focuses on key culture traits that have been proven to directly impact knowledge management practices.FindingsThere are deeply rooted culture traits that work counter to the objectives of a knowledge management program within a Chinese corporation. Information sharing is essential counter culture. The authors' experience is that incremental changes that rely on institutionalized systems of information transfer offer hope for the gradual transformation of corporate cultures that foster effective knowledge management practices and increase corporate competitiveness.Research limitations/implicationsThis study is by no means exhaustive, but is intended as a starting‐point to explore alternatives for overcoming culture traits that inhibit knowledge transfer.Originality/valueThe study provides a basis for companies including Chinese companies, joint ventures or multi‐national companies operating in China to assess obstacles to effective knowledge management and to consider various alternatives in adopting a knowledge management plan.