Cross-Cultural Perspectives on Knowledge Management

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Knowledge, as intellectual capital in organizations, is one of the most valuable resources in the global economy; yet knowledge management research has been largely contained both within organizational boundaries and from the perspective of the West (in particular the United States). Here, the views of a diverse range of well-known academic researchers, industry leaders, and public policy experts have been brought together to show how knowledge and knowledge management perspectives vary across different cultures, in different contexts, using different processes for different purposes.

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Editorial Reviews

From the Publisher
"Researchers and practitioners in economics, business, and other fields address issues that arise with the recognition that knowledge management is a culturally contingent activity, and that organizations in various parts of the world adopt knowledge management mechanisms that prevail in other institutions in their culture. Case studies come from post-socialist countries, Asia, and South America."


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Product Details

Meet the Author

DAVID J. PAULEEN is a Senior Lecturer of Information Management at Victoria University of Wellington. He has done extensive research in the areas of virtual team leadership and collaboration, cross-cultural communication and management, and knowledge management. He is currently involved in research on the relationship between information and communication technologies and emerging work behaviors. His work has appeared in a number of journals including Sloan Management Review, the Journal of Management Information Systems, and the Journal of Global Information Management. He is the editor of the book, Virtual Teams: Projects, Protocols and Processes (2004).

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Table of Contents

Table of Contents

List of Tables




Section 1: Conceptual Approaches to Culture and Knowledge Management

Chapter 1: The Relationship between National and Organizational Culture and Leadership in Knowledge Management

Chapter 2: Culture: An Overlooked Key to Unlocking Organizational Knowledge

Chapter 3: The Art of Systems: The Cognitive-Aesthetic Culture of Portal Cities and the Development of Meta-Cultural Advanced Knowledge Economies

Section 2: Effects of Culture on Key Aspects of Knowledge Management

Chapter 4: Cultural Stretch: Knowledge Transfer and Disconcerting Resistance to Absorption and Application

Chapter 5: From Concept to Context: Towards Social-Cultural Awareness and Responsibility in the Organization of Knowledge

Chapter 6: Managing Innovative Knowledge: Cultural Perspectives on Patenting

Chapter 7: The Influence of National Culture on Knowledge Management in Virtual Teams

Chapter 8: People's Twist: The Cultural Standard of 'Loyalty' and Performance in Former 'Socialist Economies'

Section 3: Research and Cases on Culture and Knowledge Management

Chapter 9: Institutional and Cultural Influences on Knowledge Sharing in Russia and China

Chapter 10: Asian Organizations Meet North American Management Theory: The Case of Singapore and Senge

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