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A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States

A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States

Ronald D. Camp II, Leo-Paul Dana, Len Korot, George Tovstiga
Copyright: © 2008 |Pages: 19
ISBN13: 9781599046303|ISBN10: 159904630X|EISBN13: 9781599046327
DOI: 10.4018/978-1-59904-630-3.ch021
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MLA

Camp II, Ronald D., et al. "A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States." Strategic Knowledge Management in Multinational Organizations, edited by Kevin O'Sullivan, IGI Global, 2008, pp. 323-341. https://doi.org/10.4018/978-1-59904-630-3.ch021

APA

Camp II, R. D., Dana, L., Korot, L., & Tovstiga, G. (2008). A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States. In K. O'Sullivan (Ed.), Strategic Knowledge Management in Multinational Organizations (pp. 323-341). IGI Global. https://doi.org/10.4018/978-1-59904-630-3.ch021

Chicago

Camp II, Ronald D., et al. "A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States." In Strategic Knowledge Management in Multinational Organizations, edited by Kevin O'Sullivan, 323-341. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-630-3.ch021

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Abstract

The purpose of this chapter is to explore organizational knowledge-based practices. A distinguishing feature of the successful post-Network Age enterprise is its intrinsic entrepreneurial character that manifests itself in key organizational knowledge practices relating to organizational culture, processes, content and infrastructure. The chapter reports on the outcome of field research in which entrepreneurial firms in four geographic regions were analyzed with the help of a diagnostic research tool specifically developed for profiling organizational knowledge-based practices. The diagnostic tool was applied in firms located in Silicon Valley in the USA, Singapore, The Netherlands and Israel. Key practices that were found to be common to leading-edge firms in all regions included: a propensity for experimentation, collective knowledge sharing, and collective decision-making. The chapter describes the research in terms of a cross-cultural comparison of the four regions, derives key determinants of competitiveness, and profiles regional characteristics that enhance innovation and entrepreneurship.

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