152 pages · 2022
Cross-cultural Knowledge Management
Cultural Influences in China and Brazil
By Jacky Hong · Jorge Muniz Jr.
- Published
- December 9, 2022
- Imprint
- Routledge
- Edition
- 1st Edition
- ISBN
- 9781003112136
Overview
About this book
Knowledge has become increasingly complex and important for organizations. Despite the growing recognition of the factors that enable knowledge management in organizations, our understanding about the unique cross-cultural challenges is rather limited. In particular, how cultural differences influence people’s participation in knowledge management activities still remains unclear.
By conducting qualitative case studies and analytic hierarchical process (AHP) with multinational firms in Brazil and China, this book addresses the broader issue of cultural influences on knowledge management. Specific emphasis has been put on their indigenous cultural norms, including guanxi, face and jeitinho and the impacts they have on knowledge sharing. Drawing on an integrative knowledge management model, the results from AHP analysis reveal how some cultural-specific factors related to people, process and knowledge can affect the effectiveness of socialization, externalization and internalization processes in a production context.
The book will be useful to both management academics and business practitioners. While academics will gain insight into the intricacies of knowledge sharing activities in production organizations, managers will find some useful conceptual tools to resolve the challenges of knowledge management in a cross-cultural context.
Subjects
Behavioral Sciences, Economics, Finance, Business & Industry
Inside the book
Table of contents
Select a chapter to read its abstract.
Chapter 1Introduction
Pages: 19
This chapter first sets up the scene by summarizing the recent economic achievements of China and Brazil over the past decade in terms of growth and destination of outward and inward foreign direct investments. The economic landscape and evolving trading and investment relationships between China and Portuguese-speaking countries will also be discussed, followed by cross-cultural differences and the implications on knowledge management and c. It also identifies the objectives and structure of the book.
Chapter 2Cross-cultural Knowledge Management
Pages: 21
This chapter first defines the concept of knowledge under the technology-based and people-based approach. Drawing on an integrative framework developed by Muniz et al. (2010a, 2010b), several salient factors affecting knowledge management activities among blue-collar workers are classified under people, process and knowledge categories. The chapter will then conclude by highlighting some managerial challenges of knowledge management in cross-cultural contexts.
Chapter 3Managing Knowledge in China and Brazil
Pages: 17
This chapter compares different knowledge management behaviours between Chinese and Brazilian. We first present distinctive Chinese cultural values (i.e., face, guanxi, collectivism, trust) and their implications on knowledge sharing behaviours. We will then identify some salient Brazilian cultural values (i.e., jeitinho, formalism, personalism) driving their knowledge sharing practices. The chapter then concludes by the comparison of both cultures.
Chapter 4Comparative Case Studies
Pages: 23
This chapter explains the procedures for conducting qualitative interviews at the initial stage and presents the main findings of the qualitative case studies of GE Hydro, Maxion Wheels and Toyota Motors in Brazil and China. This chapter presents the description of company background, and the cultural aspects explored include authority, guanxi, job security, face, transparency, performance orientation vs. humane orientation.
Chapter 5Cross-cultural Analysis of Knowledge Sharing in China and Brazil
Pages: 23
This chapter conducts a cross-cultural analysis on the factors enabling knowledge sharing among blue- and white-collar workers from Maxion Wheels and GE Hydro in Brazil and China. In particular, the focus is on identifying the ways workers’ and managers’ perspectives about knowledge sharing on the shop floor differ and the corresponding culture-specific factors that can enable knowledge sharing.
Chapter 6Concluding Remarks
Pages: 11
In the concluding chapter, we first summarize the main findings of our study. We then discuss the implications emerged from our study for the rest of world. Finally, in view of the increasing pressure for the global manufacturing firms to embrace Industry 4.0 as the next frontier of production, the last section in the book will hence conclude and identify some potential research opportunities related to knowledge management and I4.0.