Impact of cultural differences on knowledge management in global projects
| Published date | 17 August 2010 |
| Pages | 239-253 |
| DOI | https://doi.org/10.1108/03055721011071377 |
| Date | 17 August 2010 |
| Author | Vittal S. Anantatmula |
| Subject Matter | Information & knowledge management |
Impact of cultural differences
on knowledge management in
global projects
Vittal S. Anantatmula
Western Carolina University, Cullowhee, North Carolina, USA
Abstract
Purpose – This study aims to propose a knowledge management process model for global projects.
The paper also seeks to generate interest among academic researchers for undertaking further
research on this important topic.
Design/methodology/approach – This research effort uses literature review findings and past
research efforts of the author to develop a generic KM process model and a set of questions for
designing a project-specific KM process model.
Findings – Different cultures understand knowledge and its value differently. It is a challenge to
develop KM processes for knowledge capturing and sharing in global projects where cultural diversity
is a norm.
Research limitations/implications – The KM process model and the set of questions identified to
develop the KM process need to be studied further and to be validated for their effectiveness in
knowledge management.
Practical implications – The study is an attempt to recommend a knowledge management process
that meets both internal and external goals and challenges. It aims to generate interest in the research
community for undertaking a detailed and comprehensive research on this topic. It also aims to serve
as a foundation for future studies.
Originality/value – The study is an original effort in examining some of the issues related to the
impact of cultural differences on knowledge sharing in global projects and virtual teams.
Keywords Knowledge management, Culture, Projectmanagement, National cultures
Paper type Conceptual paper
Introduction
In the last two decades, the convergence of technology developments and a number of
other factors created a shrinking world, and an expanding global economy.
Specifically, technology has effectively decreased the size of our world in terms of
accessibility. International collaborations and global projects have become attractive to
companies that are seeking to expand their business horizons as these technological
advances led to creation of new markets and new customer demands thereby alluring
many aspiring organizations. To successfully manage the ensuing competition,
organizations are compelled to develop products and services faster, cheaper, and
better in order to sustain or increase competitive advantage in the global marketplace.
The global economy is impacting the way organizations manage their institutional
knowledge; a departure from the standard business practices and traditional
organizational structures has become necessary. For instance, sharing information and
knowledge has become necessary for organizations to manage international
collaborations and global projects effectively. In the process, organizations share
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
Cultural
differences
239
VINE: The journal of information and
knowledge management systems
Vol. 40 No. 3/4, 2010
pp. 239-253
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055721011071377
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