Cross-cultural Knowledge Management Research Articles

Intertwining the individual and organisational experience: asymmetries of cross-cultural knowledge sharing, networking and learning

The aim of this research is to explore the connection between the individual and organisational experiences of cross-cultural knowledge sharing, networking and learning. A qualitative research design was devised with three Nordic technology companies and significant players in the international market: Kone, Nokia and Yara. The data collection took place through semi-structured interviews of 15 senior managers. Our research suggests that knowledge sharing, networking and learning at the individual and organisational levels form asymmetric and parallel, but not completely separate, universes. Individual and organisational experiences of knowledge management take different forms, functions and foci. The research also emphasises the centrality of individual managers for successful knowledge management. The most effective cross-cultural managers express the importance of active communication in sharing, experience satisfaction in international networking and learn to discern cross-cultural complexities. Our findings have implications for organisational theory highlighting the significance of the level of analysis in cross-cultural activities. The results introduce a perspective for international managerial practices: a need to harness the individual experiences in cross-cultural knowledge management for the benefit of organisational goals.

Entrepreneurial settings within global family firms: research perspectives from cross-cultural knowledge management studies

An organisational culture is composed of beliefs that are shared by the members of a group and endure over time, even when the management team changes. These beliefs nurture new entrepreneurs, mainly in family firms in which the sense of traditions and values fuels the business growth. This is then passed on to future generations through a cross-generational culture approach. Therefore, in line with this, the present research investigates the evolution of the cross-generational culture and its effects on the entrepreneurial mindset. Following Hofstede's model, the research analysed in depth a case study of a large family firm based in southern Italy. A threefold contribution is made to the literature: first, the relevance of the evolution of family firms' culture over the generations; secondly, the enhancement of the entrepreneurial mindset, converting the family business culture into the virtual reality; and, third, the improvement of Hofstede's model, offering an action research and a different point of view of culture - based on differences not of national cultures but of generational culture.

Entrepreneurial settings within global family firms: research perspectives from cross-cultural knowledge management studies

An organisational culture is composed of beliefs that are shared by the members of a group and endure over time, even when the management team changes. These beliefs nurture new entrepreneurs, mainly in family firms in which the sense of traditions and values fuels the business growth. This is then passed on to future generations through a cross-generational culture approach. Therefore, in line with this, the present research investigates the evolution of the cross-generational culture and its effects on the entrepreneurial mindset. Following Hofstede's model, the research analysed in depth a case study of a large family firm based in southern Italy. A threefold contribution is made to the literature: first, the relevance of the evolution of family firms' culture over the generations; secondly, the enhancement of the entrepreneurial mindset, converting the family business culture into the virtual reality; and, third, the improvement of Hofstede's model, offering an action research and a different point of view of culture - based on differences not of national cultures but of generational culture.

Emergence of common tacit knowledge in an international IT project

Purpose– The purpose of this paper is to examine knowledge processes in an international IT outsourcing project between two countries when knowledge is transferred from one country to the other due to business situations. A theoretical model is presented regarding knowledge processes in international projects which explains emergence of international common understanding as one of the solutions for knowledge-related challenges in international projects.Design/methodology/approach– The empirical study was conducted at the headquarters of a chemical company in Japan and its subsidiary in Singapore. The study employed a qualitative analysis method. Interviews were conducted in these companies and the results were analyzed according to grounded theory.Findings– The authors propose ARC Model of Knowledge Management in International IT Outsourcing Projects, which is a new theoretical model of project knowledge management in international settings, with a view of localization into knowledge processes. International common understanding will emerge from an understanding of thinking of each locale that brings a project to a successful conclusion.Research limitations/implications– This research might be subject to limitations regarding the data and results. Data were collected from particular companies, thus reducing the ability to generalize the results. Further research is required to verify the model with an additional empirical study.Practical implications– Project managers and other managers utilize the theoretical model as a base theory for the implementation of high quality localization that is managed by the locals themselves with common knowledge.Originality/value– The study proposes the theoretical model with the empirical analysis of the international project, which synthesizes project knowledge management and cross-cultural knowledge management in a novel way and expands the role of knowledge management.

Cross-cultural Knowledge Management: A Case Study of IT Offshoring in Company A

Cross-cultural Knowledge Management: A Case Study of IT Offshoring in Company A

Cross-Cultural Knowledge Sharing for Competitive Advantage

The contemporary business organization functions in a global economy operating in multiple country environments and with competitive advantage based largely on the ability to develop and manage knowledge. In this interview, Nigel Holden, a prominent expert and contributor to both cross-cultural management and knowledge management, explores his current views of the relationship between the two in the modern multinational company. Calling for a move beyond what he characterizes as a superficial approach for developing a global perspective in Western business education, he focuses on the “art” of cocreating a common cognitive and emotional ground to facilitate sharing of knowledge between individuals and in networks with different cultures in different contexts. In this, he explores the role of tacit knowledge and, particularly, language itself as a knowledge management metaphor and an influence on knowledge transfer. Finally, he elaborates on the challenge of enabling knowledge flows across cultural barriers in international firms.

Theorizing on the Role of Individualism-Collectivism in Tacit Knowledge Transfer Between Agents in International Alliances

Taking insights from the extant literatures in cross-cultural management and organizational knowledge management, this paper explores the role of cultural dimensions of individualism and collectivism in transfer of tacit knowledge between foreign agents. Tacit knowledge transfer is positively influenced by four key factors: absorptive capacity of target unit, source unit’s motivational disposition to share knowledge, cultural compatibility, and the extent of personal communication between foreign agents. It is proposed that the level of transfer of tactic knowledge between agents from collectivist cultures will be higher than the level of tacit knowledge transfer between agents from individualist cultures. It is also proposed that when there is cultural difference between foreign agents, the level of tacit knowledge transfer involving a source from a collectivist culture and a target from an individualist culture will be lower than transfer between an individualist source and a collectivist target. However, the proposed relationships are influenced by factors such as nature of knowledge, expectations of reciprocity, and the quality of interpersonal relationship between foreign agents. Several ideas for overcoming knowledge transfer obstacles and enhancing the effectiveness of knowledge transfer, as well as research implications of the proposed model are also discussed in detail.

Practical wisdom and the development of cross-cultural knowledge management: a global leadership perspective

This paper responds to calls for pragmatic context-dependent cross-cultural scholarship. Specifically, with regard to global organisations, we attempt to reconcile the imbalance between global and local concerns by proposing a framework that merges a new understanding of culture with a classical leadership approach. The objective is to achieve more effective cross-cultural practice. The article makes the case for an appreciation of what we call 'cross-cultural knowledge management' and the role of wisdom in global business leadership in a modern culturally diverse knowledge economy.

Understanding leadership for cross‐cultural knowledge management

AbstractThis article examines the role of leadership in cross‐cultural knowledge management (CCKM) because both knowledge management and cross‐cultural management are now regarded as popular topics in both academic and practical research in the age of globalization. We discuss the existing literature on the relationship between leadership and cross‐cultural management as well as the relationship between leadership and knowledge management to illustrate the importance of leadership in each field. The concept of cross‐cultural knowledge management—an ambiguous term—will be presented from Nguyen, Umemoto, and Medeni's (2007) work, establishing an expanded role of cross‐cultural management, which could be viewed as a subset of knowledge management. To emphasize the impact of leadership on CCKM, we discuss the influence of leadership on each factor in the theoretical model of CCKM. Our understanding of the role of leadership in CCKM suggests that international leaders should pay careful attention to managing fragmentation, integration, and differentiation when they want to create and manage the cross‐cultural knowledge of their employees.

Towards a Theoretical Model of Cross-Cultural Knowledge Management

In a survey by the International Journal of Management Science, editors confirmed that “KnowledgeManagement (KM) continues to be a strong and viable research field” (King et al., 2006). Parallel to KM, Cross-cultural Management (CCM) has received considerable attention in the international business literature. To date, some researchers have concentrated on the relationship between KM and CCM, such as how to improve knowledge sharing in multi-national companies, or how to utilize knowledge effectively in international joint-ventures. However, there is another remaining aspect which describes a new culture created from the combination of two or many cultures. This new culture has been named as several terms, such as Cultural Synergy, Third Culture, Cultural Hybrid, or Cultural Intelligence. The purpose of this study is to better understand both aspects of the relationship between CCM and KM by providing an adequate definition of CCKM. Then, we use this definition to contribute to building a theoretical model of CCKM. Following that, implications and future research are then discussed.