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Exploring the Extent and Impediments of Knowledge Sharing in Chinese Business Enterprise

Exploring the Extent and Impediments of Knowledge Sharing in Chinese Business Enterprise

Wen Bing Su, Xin Li, Chee W. Chow
Copyright: © 2012 |Pages: 25
ISBN13: 9781466600355|ISBN10: 1466600357|EISBN13: 9781466600362
DOI: 10.4018/978-1-4666-0035-5.ch014
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MLA

Su, Wen Bing, et al. "Exploring the Extent and Impediments of Knowledge Sharing in Chinese Business Enterprise." Conceptual Models and Outcomes of Advancing Knowledge Management: New Technologies, edited by Murray E. Jennex, IGI Global, 2012, pp. 266-290. https://doi.org/10.4018/978-1-4666-0035-5.ch014

APA

Su, W. B., Li, X., & Chow, C. W. (2012). Exploring the Extent and Impediments of Knowledge Sharing in Chinese Business Enterprise. In M. Jennex (Ed.), Conceptual Models and Outcomes of Advancing Knowledge Management: New Technologies (pp. 266-290). IGI Global. https://doi.org/10.4018/978-1-4666-0035-5.ch014

Chicago

Su, Wen Bing, Xin Li, and Chee W. Chow. "Exploring the Extent and Impediments of Knowledge Sharing in Chinese Business Enterprise." In Conceptual Models and Outcomes of Advancing Knowledge Management: New Technologies, edited by Murray E. Jennex, 266-290. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0035-5.ch014

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Abstract

This study explores the extent and impediments of knowledge sharing in Chinese firms because they are becoming dominant entities in the global economy, yet limited research exists on this important aspect of their operations. Survey data are obtained from experienced managers of 164 Chinese firms from a wide range of industries, sizes, and ownership types. The responses indicate that knowledge sharing is not open and complete in Chinese firms. Similar to findings from developed economies in the West, a large number of factors impede knowledge sharing in Chinese firms. These range from Chinese cultural values—which had been identified as being important by prior China-based studies—to attributes of the firm (e.g., incentive system, communication channels, organizational culture), as well as those of knowledge holders and potential recipients (e.g., judgment ability, organizational commitment). Implications of these findings for practice and research are discussed.

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