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Foundations of Cross-Cultural Knowledge Management

Foundations of Cross-Cultural Knowledge Management

Nhu T. B Nguyen, Katsuhiro Umemoto
Copyright: © 2011 |Pages: 24
ISBN13: 9781609602031|ISBN10: 160960203X|EISBN13: 9781609602055
DOI: 10.4018/978-1-60960-203-1.ch009
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MLA

Nguyen, Nhu T. B, and Katsuhiro Umemoto. "Foundations of Cross-Cultural Knowledge Management." Social Knowledge: Using Social Media to Know What You Know, edited by John P. Girard and JoAnn L. Girard, IGI Global, 2011, pp. 139-162. https://doi.org/10.4018/978-1-60960-203-1.ch009

APA

Nguyen, N. T. & Umemoto, K. (2011). Foundations of Cross-Cultural Knowledge Management. In J. Girard & J. Girard (Eds.), Social Knowledge: Using Social Media to Know What You Know (pp. 139-162). IGI Global. https://doi.org/10.4018/978-1-60960-203-1.ch009

Chicago

Nguyen, Nhu T. B, and Katsuhiro Umemoto. "Foundations of Cross-Cultural Knowledge Management." In Social Knowledge: Using Social Media to Know What You Know, edited by John P. Girard and JoAnn L. Girard, 139-162. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-60960-203-1.ch009

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Abstract

Although the term “Cross-Cultural Knowledge Management” (CCKM) appeared in the recent literature, no study has defined CCKM yet. This is the first study that discusses the process of cross-cultural knowledge creation. Reviewing the literature on the relationship between cross-cultural management (CCM) and knowledge management (KM), we found that the term CCKM is emerged from two streams. The first stream used CCKM to describe KM in a cross-cultural environment while the second stream explored culture as knowledge. Following two streams, we then define CCKM as a series of practices to recognize and understand cultural differences to develop a new culture thereby adjusting to cross-cultural environment. This definition helped us to examine the process of cross-cultural knowledge creation and the role of leadership in this process. Not only contributing to developing KM in a new way that can be applied to practice in utilizing and creating cross-cultural knowledge for KM activities, but this chapter also may have many practical implications for leaders to manage effectively cross-cultural knowledge of members in organizations.

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