Journal Articles

A study of knowledge management enablers across countries

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Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation.

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Detail Information

Series Title

Knowledge Management Research & Practice

Call Number

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Publisher

United Kingdom : Palgrave Macmillan., 2011

Collation

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Language

English

ISBN/ISSN

14778238

Classification

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Content Type

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Media Type

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Carrier Type

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Edition

Vol. 9, No. 1, March 2011.pp.17–28

Subject(s)

Culture
Knowledge Management
Japan
Organization
A study of knowledge management

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Statement of Responsibility

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