Accelerating acculturation through tacit knowledge flows: refining a grounded theory model

Published date17 August 2010
Pages312-325
DOIhttps://doi.org/10.1108/03055721011071430
Date17 August 2010
AuthorJune G. Chin Yi Lee,Mark E. Nissen
Subject MatterInformation & knowledge management
Accelerating acculturation
through tacit knowledge flows:
refining a grounded theory model
June G. Chin Yi Lee and Mark E. Nissen
US Naval Postgraduate School, Monterey, California, USA
Abstract
Purpose – Intercultural knowledge flows are critical to global enterprise performance, but the impact
of knowledge management theory on such intercultural flows remains limited. This paper seeks to
address this issue.
Design/methodology/approach – The present investigation builds on and partially validates two
prior studies: research to integrate institutional theory with knowledge flow theory, which provides a
powerful theoretical framework for understanding how tacit knowledge flows across cultures; and
recent qualitative research, which has employed this framework to develop a theoretical model of
acculturation. The present investigation refines this model by drawing in particular from the mergers
and acquisitions literature to characterize both accelerators and decelerators of acculturation.
Findings – The paper is able to identify theoretical dimensions to measure acculturative stress, a
concept that proves to be useful in terms of validating, refining and simplifying the basic acculturation
model.
Research limitations/implications – The refined acculturation model maintains the essential
structure and many elements of the basic model, but it links more closely with extant theory as
characterized by the mergers and acquisitions and trust literatures; hence it is more broadly
generalizable. The refined model also links well to institutional theory and explains how to increase or
decrease the tacit knowledge flows underlying acculturation to affect organizational outcomes.
Practical implications The refined acculturation model provides the practicing leader and
manager with clear insight into the kinds of promoters and inhibitors of intercultural knowledge flows,
and identifies key actions that can be taken to affect such flows and the corresponding organizational
outcomes.
Social implications – This paper elucidates both difficulties and opportunities associated with
intercultural knowledge flows in today’s global economy – difficulties and opportunities that will
likely gain prominence as the world becomes increasingly global.
Originality/value The refined accultura tion model makes both theoretical and practical
contributions.
Keywords Acculturation,Culture, Knowledge management, Acquisitions and mergers
Paper type Research paper
1. Introduction
It is well-established that knowledge is key to sustainable competitive advantage (Cole,
1998; Grant, 1996; Spender, 1996). For instance, Nissen (2006b, ch. 1) explains how
knowledge enables effective action; effective action drives superior performance; and
superior performance supports competitive advantage. However, many scholars
continue to overlook the implications of knowledge not representing a single,
monolithic concept (Nissen and Jennex, 2005). Different kinds of knowledge (e.g. tacit,
explicit, individual, group, created, applied) have different properties and behaviors
and hence affect action, performance and competitive advantage differently (Nissen,
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
VINE
40,3/4
312
VINE: The journal of information and
knowledge management systems
Vol. 40 No. 3/4, 2010
pp. 312-325
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055721011071430

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