Abstract
Given the continued popularity of coaching in the West and its increasing use in China, this chapter examines how the predominantly Western-driven coaching methodology can be modified for more effective use in a Confucian culture and its potential positive impact on knowledge exchange and innovation. Through this exploration, the authors examine how a mixed methodology of coaching, wherein team coaching is deployed with internal coaches, can improve coachee's Positive Career Behaviors and as a result the socialisation of knowledge within the organisation. In exploring this dynamic the authors seek to raise awareness of the potential for coaching to address a number of issues within Nonaka's SECI model and to particularly focus on how team coaching may both increase organisational learning and opportunities for knowledge creation.
TopBackground
This chapter investigates the opportunities for knowledge exchange and innovation through the introduction of a culturally-sensitive coaching model to Sino-foreign joint venture partnerships. China is often seen as an easy target for expansion, yet well-established MNCs (such as Tesla) often overestimate the potential of the market and fail to deliver on promises made to shareholders (Perkowski, 2015) and robust business models, proven globally, fail to produce. For instance, Amazon has seen its market share fall from 16% to less than 1% over two years as it battles against domestic firms (Dunn, 2017). To those who have operated in the market for some time, such stories are of no surprise, where business is often seen as ‘war’ – and foreigners as incapable of engaging meaningfully with its cultural and political intricacies. Yet, the government increasingly continues to push for increased innovation and creativity, whilst legislating to use Sino-foreign partnerships as a driver for this change. Although the need for organisational change and knowledge management is increasingly highlighted, in a China context, it should be noted that this takes place amidst rapid organisational change (on a global scale) as technological and social economic changes see organisations struggling to meet the demands of an increasingly complex global market.
This observation may seem counterintuitive in a global environment of increased communication, increased trade and ever shortening travel times, as it could be expected that the gap between cultures would be narrowed; yet, this may not be the case. The increased placement of expatriate managers around the world has had little impact, as they are often deployed with inadequate preparation to promote cross-cultural understanding. Indeed, in some countries and organisations, expatriate management teams note increased incidence of xenophobia (Littrel, 2002). It is therefore no wonder that the role of the effective cross-cultural manager is critical.
Key Terms in this Chapter
Sense Making: The process through which the coach supports the coachee to envision a brighter future and to create a new ‘reality’ as they engage with organisational change.
Knowledge Internalisation: This is the process through which new explicit knowledge is codified and captured, becoming tacit again as it now becomes embedded in organisational culture and processes.
Knowledge Management: The systematic and systemic management of the organisation’s knowledge assets with an emphasis on organisational learning and innovation.
Sense Breaking: The process through which the coach supports the coachee to break away from old systems and thought processes as they engage with organisational change.
Knowledge Externalisation: Individuals form groups and share tacit knowledge, therefore making it explicit and shared within the organisation.
Internal Coaching: The use of employees within the organisation, often line managers, to provide work-based coaching to other employees.
Coaching Mix: The combination of coaching continuum elements to define and structure an organisation’s approach to coaching.
Knowledge Combination: The process through which groups and individuals combine knowledge, potentially creating new knowledge.
Knowledge Socialisation: The process through which tacit knowledge is transferred through interaction with others. Although this may be through discussion, it may also be through observation and demonstration.