Social Knowledge in the Japanese Firm

Abstract

It is widely accepted that the Japanese conception of organizational knowledge differs from the Western view, with the former focusing on tacit knowledge and the latter more on explicit knowledge. The distinctive advantage of Japanese companies is widely believed, therefore, to be their unique ability to continuously create new knowledge by means of the dynamic interaction of individuals. Some aspects of Japanese culture are particularly influential on this knowledge management style, such as the strength of face-to-face communication and the emphasis on gestures, behavior and context. These are cultural factors that have shaped Japan’s distinctive organizational communication structures in periods of high economic growth. However, having survived the “lost decade,” Japan’s companies now face a completely new business environment. As new technologies enable new modes of communication between a company’s employees, the use of social media in order to facilitate knowledge-sharing (social knowledge) has become widespread. Based on a qualitative study conducted in a Japanese organization, this chapter investigates the extent to which social knowledge influences communicative behavior, and looks at the implications for organizational communication patterns in Japan. The findings of this study point towards changing patterns of social knowledge in Japanese firms.