Chinese cultural influences on knowledge management practice

Journal of Knowledge Management

Volumn 13, Issue 2, 2009, Pages 49-62

  Tong, Jin ^a   Mitra, Amit ^b  

^a CRANFIELD UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF THE WEST OF ENGLAND   (United Kingdom)

Author keywords

China; Culture; Knowledge management; Knowledge mapping

Indexed keywords

EID: 67651180670     PISSN: 13673270     EISSN: None     Source Type: Journal    
DOI: 10.1108/13673270910942691     Document Type: Article

References (46)

1. Abrams, L.C., Cross, R., Lesser, E. and Levin, D.Z. (2003), Nurturing interpersonal trust in knowledge-sharing networks, Academy of Management Executive, Vol. 17 No. 4, pp. 64-77.
2. Alston, J.P. (1989), Wa, guanxi, and inhwa: managerial principles in Japan, China, and Korea, Business Horizons, March-April, pp. 26-31.
3. Ardichvili, A., Maurer, M., Li, W., Wentling, T. and Stuedemann, R. (2006), Cultural influences on knowledge sharing through online communities of practice, Journal of Knowledge Management, Vol. 10 No. 1, pp. 94-107.
4. Blackler, F. (1995), Knowledge, knowledge work and organisations: an overview and interpretation, Organization Studies, Vol. 16 No. 6, pp. 1021-46, available at: www.findarticles.com/p/articles/mi_m4339/is_n6_v16/ai_18069101 (accessed 20 August 2006).
5. Bond, M. (1991), Beyond the Chinese Face: Insights from Psychology, Oxford University Press, Hong Kong.
6. Brown, R.B. and Woodland, M.J. (1999), Managing knowledge wisely: a case study in organisational behaviour, Journal of Applied Management Studies, Vol. 8 No. 2, pp. 175-98.
7. Chow, C.W., Deng, F.J. and Ho, J.L. (2000), The openness of knowledge sharing within organizations: a comparative study of the United States and the People's Republic of China, Journal of Management Accounting Research, Vol. 12, pp. 65-95.
8. Collins, H. (1993), The structure of knowledge, Social Research, Vol. 60, pp. 95-116.
9. Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA.
10. De Long, D.W. and Fahey, L. (2000), Diagnosing cultural barriers to knowledge management, Academy of Management Executive, Vol. 14 No. 4, pp. 113-27.
11. Dirks, K.T. and Ferrin, D.L. (2001), The role of trust in organizational settings, Organization Science, Vol. 4 No. 12, pp. 450-67.
12. Dodgson, M. (1994), Technological collaboration and innovation, in Dodgson, M. and Rothwell, R. (Eds), The Handbook of Industrial Innovation, Edward Elgar Publishing, Aldershot.
13. Drucker, M. (1993), Post-Capitalist Society, Butterworth-Heinemann, Oxford.
14. Eppler, M.J. (2001), Making knowledge visible through intranet knowledge maps: concepts, elements, cases, Proceedings of the 34th Hawaii International Conference on System Sciences, 3-6 January.
15. Ford, D.P. and Chan, Y.E. (2003), Knowledge sharing in a multi-cultural setting: a case study, Knowledge Management Research & Practice, Vol. 1 No. 1, pp. 11-27.
16. Gold, A., Malhotra, A. and Segars, A. (2001), Knowledge management: an organisational capabilities perspective, Journal of Management Information Systems, Vol. 18 No. 1, pp. 185-214.
17. Gordon, J.L. (2000), Creating knowledge maps by exploiting dependent relationships, Knowledge-Based Systems, Vol. 13 Nos 2-3, pp. 71-9.
18. Hofstede, G. (1980), Culture's Consequences: International Differences in Work-related Values, Sage Publications, Beverly Hills, CA.
19. Holden, N. (2001), Knowledge management: raising the spectre of the cross-cultural dimension, Knowledge and Process Management, Vol. 8 No. 3, pp. 155-63.
20. Kim, S., Suh, E. and Hwang, H. (2003), Building the knowledge map: an industrial case study, Journal of Knowledge Management, Vol. 7 No. 2, pp. 34-45.
21. Krebs, V.E. (1998), Knowledge networks: mapping and measuring knowledge creation and reuse, White Paper, Orgnet.com, available at: www.orgnet.com/IHRIM.html (accessed 28 September 2006).
22. Liebowitz, J. (2005), Linking social network analysis with the analytic hierarchy process for knowledge mapping in organizations, Journal of Knowledge Management, Vol. 9 No. 1, pp. 76-86.
23. Lo, V.H.Y. (1997), The adoption of Confucian principles in quality management, Proceedings of the CIRP International Symposium: Advanced Design and Manufacture in the Global Manufacturing Era, Hong Kong, August, Vol. 2, City University of Hong Kong, Hong Kong, pp. 958-63.
24. Newell, S., Robertson, M., Scarbrough, H. and Swan, J. (2002), Managing Knowledge Work, Palgrave Macmillan, New York, NY.
25. Nonaka, I. and Takeuchi, H. (1995), The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, Oxford.
26. Park, S.H. and Luo, Y. (2001), Guanxi and organizational dynamics: organizational networking in Chinese firms, Strategic Management Journal, Vol. 22 No. 5, pp. 455-77.
27. Polanyi, M. (1962), Personal Knowledge: Towards a Post-Critical Philosophy, 2nd ed., The University of Chicago Press, Chicago, IL.
28. Pun, K.F., Chin, K.S. and Lau, H. (2000), A review of the Chinese cultural influences on Chinese enterprise management, International Journal of Management Reviews, Vol. 2 No. 4, pp. 325-38.
29. Redding, G. (1993), The Spirit of Chinese Capitalism, Walter de Gruyter, Berlin.
30. Skyrme, D. (2002), Knowledge audit, available at: www.skyrme.com/services/kmaudit.htm (accessed 7 January 2006).
31. Snowden, D. (2003a), Complex acts of knowing: paradox and descriptive self-awareness, Bulletin of the American Society for Information Science and Technology, Vol. 29 No. 4, pp. 23-8.
32. Snowden, D. (2003b), Innovation as an objective of knowledge management. Part 1: The landscape of management, Knowledge Management Research & Practice, Vol. 1 No. 2, pp. 113-19.
33. Sparrow, H. (1998), Knowledge in Organisations, Sage, Thousand Oaks, CA.
34. Spender, J.C. (1996), Organisational knowledge, learning and memory: three concepts in search of a theory, Journal of Organizational Change Management, Vol. 9 No. 1, pp. 63-78.
35. Spender, J.C. (1998), Pluralist epistemology and the knowledge-based theory of the firm, Organization, Vol. 5 No. 2, pp. 233-56.
36. Stenmark, D. (2002), Sharing tacit knowledge: a case study at Volvo, in Barnes, S. (Ed.), Knowledge Management Systems: Theory and Practice, Thomson Learning, London.
37. Su, D., Zhang, Y. and Hulpke, J.F. (1998), A management culture revolution for the new century, Journal of Applied Management Studies, Vol. 7 No. 1, pp. 135-8.
38. Tong, J. and Mitra, A. (2008), Knowledge maps and organisations: an overview and interpretation, International Journal of Business Information Systems, Vol. 3 No. 6, pp. 587-608.
39. Vail, E.F. III (1999), Bridging the business-ITcommunication gap: mapping organizational knowledge, Knowledge Management Review, Vol. 2 No. 2, pp. 10-15.
40. Van der Spek, R. and Spijkervet, A. (1997), Knowledge management: dealing intelligently with knowledge, in Liebowitz, J. and Wilcox, L. (Eds), Knowledge Management and its Integrative Elements, CRC Press, New York, NY.
41. Von Krogh, G., Ichijo, K. and Nonaka, I. (2000), Enabling Knowledge Creation. How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, Oxford University Press, New York, NY.
42. Watt, L. (1999), Managing in the PRC, Better Management, Vol. 31, December, pp. 15-18.
43. Wexler, M.N. (2001), The who, what and why of knowledge mapping, Journal of Knowledge Management, Vol. 5 No. 3, pp. 249-63.
44. Yin, R.K. (1994), Case Study Research: Design and Methods, 2nd ed., Sage Publications, Thousand Oaks, CA.
45. Nonaka, I. (1994), A dynamic theory of organizational knowledge creation, Organization Science, Vol. 5 No. 1, pp. 14-37.
46. Ray, T. (2005), Making sense of managing knowledge, in Little, S. and Ray, T. (Eds), Managing Knowledge: An Essential Reader, 2nd ed., The Open University and Sage Publications Ltd, London.