Culture and KM in China
| Published date | 17 August 2010 |
| Pages | 326-333 |
| Date | 17 August 2010 |
| DOI | https://doi.org/10.1108/03055721011071449 |
| Author | Eddie Liu,Timothy Porter |
| Subject Matter | Information & knowledge management |
Culture and KM in China
Eddie Liu
Hundsun Technologies Inc., Hangzhou, China, and
Timothy Porter
International Operations, Hundsun Global Services, Ashburn, Virginia, USA
Abstract
Purpose – This study seeks to present observations on the impact of Chinese culture traits on
knowledge management practices in Chinese corporations.
Design/methodology/approach – The paper presents an analysis of the authors’ own experience
as senior managers in implementing a globalization strategy for a leading Chinese domestic IT
services company. It specifically focuses on key culture traits that have been proven to directly impact
knowledge management practices.
Findings – There are deeply rooted culture traits that work counter to the objectives of a knowledge
management program within a Chinese corporation. Information sharing is essential counter culture.
The authors’ experience is that incremental changes that rely on institutionalized systems of
information transfer offer hope for the gradual transformation of corporate cultures that foster
effective knowledge management practices and increase corporate competitiveness.
Research limitations/implications – This study is by no means exhaustive, but is intended as a
starting-point to explore alternatives for overcoming culture traits that inhibit knowledge transfer.
Originality/value – The study provides a basis for companies including Chinese companies, joint
ventures or multi-national companies operating in China to assess obstacles to effective knowledge
management and to consider various alternatives in adopting a knowledge management plan.
Keywords Knowledge management, China, Culture,Organizations
Paper type Research paper
Knowledge management practices are in general fairly mature in the developed,
western world. A great acceleration in knowledge management practices occurred in
parallel with the evolution of the internet in the 1980s, 1990s, and into the twenty-first
century. The internet has been a great engine for change. We recall our experience in
working for a Fortune 500 company and the “intranet” that evolved during that period.
The company’s intranet had a name and developed a personality of its own has it grew
to full maturity during this period. It became an essential and highly effective resource
for storing and accessing the knowledge base that was at the core of the company’s
business. At a basic level virtually everything administrative would over time find its
way to the company’s intranet. Access was strictly limited to employees and access to
sensitive information was limited to those with a need to know. At a more advanced
level, marketing and sales related materials such as Powerpoint briefings and
qualification statements were instantly accessible to those that needed them.
Eventually briefing modules could be individually selected and integrated into a
unified package for client presentations. Background and historical information about
clients was also readily accessible for research in developing new business.
In the further evolution of our company intranet we implemented online
collaboration tools with which communities could interactive ly contribute to
on-going business activities. Of course these tools, and those developed by many
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
VINE
40,3/4
326
VINE: The journal of information and
knowledge management systems
Vol. 40 No. 3/4, 2010
pp. 326-333
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055721011071449
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