The Impact of Culture and Context on Knowledge Management

The Impact of Culture and Context on Knowledge Management

Murray E. Jennex (San Diego State University, USA)
Copyright: © 2008 |Pages: 6
DOI: 10.4018/978-1-59904-916-8.ch002
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Jennex (2005) used an expert panel to generate the definition of knowledge management as the practice of selectively applying knowledge from previous experiences of decision-making to current and future decision making activities with the express purpose of improving the organization’s effectiveness. This was a consensus definition from the editorial review board that tells us what we are trying to do with knowledge management. However, knowledge management is being applied in multinational, multicultural organizations and we are seeing issues in effectively implementing knowledge management and transferring knowledge in global and/or multicultural environments. Chan and Chau (2005) discuss a failure of knowledge management that was in part caused by organizational culture differences between the home office (Hong Kong) and the main work location (Shanghai). Jennex (2006) discusses Year 2000, Y2K, knowledge sharing projects that were not as successful as expected due to cultural and context issues. These projects involved organizations that performed the same functions just in different nations, however, problems caused by culture and context were not expected. Other research in review with the International Journal of Knowledge Management explores issues of culture with respect to social capital and implementing knowledge management. None of these are far reaching studies that we can generalize issues from, but they do provide anecdotal and case study support that culture and context are issues we need to address.

Complete Chapter List

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Table of Contents
Chapter 1
Murray E. Jennex
This short chapter explores other motivations for organizations to implement KM. These motivations include obsolescence/innovation (these two go... Sample PDF
The Need for Knowledge Management
Chapter 2
Murray E. Jennex
Jennex (2005) used an expert panel to generate the definition of knowledge management as the practice of selectively applying knowledge from... Sample PDF
The Impact of Culture and Context on Knowledge Management
Chapter 3
Adekunle Okunoye, Nancy Bertaux
Cultural diversity and wide disparities in the extent of up-to-date infrastructure make managing knowledge challenging in developing countries, even... Sample PDF
Addressing Contextual Issues in Knowledge Management: A Guiding Framework
Chapter 4
Murray E. Jennex, Lorne Olfman
This paper describes a knowledge management, KM, Success Model that is derived from observations generated through a longitudinal study of KM in an... Sample PDF
A Model of Knowledge Management Success
Chapter 5
Karma Sherif, Ahmed Sherif
Knowledge transfer has been promoted as a critical and necessary condition for organizations to sustain competitive advantage. In this paper, we... Sample PDF
Think Social Capital Before You Think Knowledge Transfer
Chapter 6
Jaekyung Kim, Sang M. Lee, David L. Olson
Knowledge sharing is important for organizational success. Once IT-driven KM approaches are proliferated, they sometimes fail to operate as... Sample PDF
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity Level in Community of Practice
Chapter 7
Sharman Lichtenstein, Alexia Hunter
Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments.... Sample PDF
Toward a Receiver-Based Theory of Knowledge Sharing
Chapter 8
Dennis Hart, Leoni Warne
This chapter raises issues concerning information and knowledge sharing in organizations and why such sharing is often difficult to achieve. In... Sample PDF
A Dialectic on the Cultural and Political Aspects of Information and Knowledge Sharing in Organizations
Chapter 9
Abel Usoro, Matthew H.S. Kuofie
Often, organisational members are separated not only geographically but also culturally. Information technology has inevitably become a facilitator... Sample PDF
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors
Chapter 10
Jill Owen
Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of knowledge can improve project management... Sample PDF
Integrating Knowledge Management with Programme Management
Chapter 11
Keith Sawyer, John Gammack
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on... Sample PDF
Developing and Analysing Core Competencies for Alignment with Strategy
Chapter 12
Debbie Richards, Megan Vazey
This chapter postulates that the problem solving process in many domains involves identifying the class of problem on hand, identifying an... Sample PDF
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition: Applying a Classification Logic Wiki to the Problem Solving Process
Chapter 13
Dick Stenmark, Rikard Lindgren
This chapter is motivated by one simple question: Why do so many knowledge management systems (KMS) fail when implemented in organizational... Sample PDF
Knowledge Management Systems: Towards a Theory of Integrated Support
Chapter 14
Gerlinde Koeglreiter, Luba Torlina
In developing a conceptual framework of a Community of Practice’s (CoP) role in organisational KM this chapter summarises preliminary findings of a... Sample PDF
Community of Practice: Aligning Knowledge Work with Organizational Knowledge Strategy
Chapter 15
Sung-kwan Kim, Seongbae Lim, Robert B. Mitchell
Since knowledge management (KM) is considered to be an important function of the successful business operation, many organizations are embracing KM.... Sample PDF
A Method for Knowledge Modeling with Unified Modeling Language (UML): Building a Blueprint for Knowledge Management
Chapter 16
Jane Fröeming, Norbert Gronau, Simone Schmid
The Knowledge Modeling and Description Language (KMDL®) analyzes knowledge intensive business processes which lead towards improvements. After... Sample PDF
Inprovement of Software Engineering Processes by Analyzing Knowledge-Intensive Activities
Chapter 17
Bonnie Wai-yi Cheuk
Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as ‘objects’. Knowledge sharing was... Sample PDF
Using Social Networking Analysis to Facilitate Knowledge Sharing Amongst Senior Managers in Multinational Organisations
Chapter 18
Alton Y.K. Chua, Wing Lam
This chapter describes how the Center for Army Lessons Learned (CALL) has developed a unique, institutionalized knowledge reuse process. The paper... Sample PDF
Leveraging Current Experiences for Future Actions: An Exemplar of Knowledge Reuse
Chapter 19
Wen-Jang ("Kenny") Jih, Cheng Hsui Chen, Andy Chen
The very fundamental mission of hospital management is to deliver quality healthcare services by utilizing highly specialized medical knowledge and... Sample PDF
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge Management Implementations: An Empirical Study of Taiwanese Hospitals
Chapter 20
Murali Raman, Terry Ryan, Lorne Olfman, Murray E. Jennex
This chapter is about the design and implementation of an information system, using Wiki technology to improve the emergency preparedness efforts of... Sample PDF
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology
Chapter 21
Tim Murphy, Murray E. Jennex
This chapter explores the use of knowledge management with emergency information systems. Two knowledge management systems that were utilized during... Sample PDF
Knowledge Management and Hurricane Katrina Response
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