KM in China: Western heads in Eastern hands?
| Date | 17 August 2010 |
| Pages | 254-261 |
| DOI | https://doi.org/10.1108/03055721011071386 |
| Published date | 17 August 2010 |
| Author | Arno Boersma |
| Subject Matter | Information & knowledge management |
KM in China: Western heads in
Eastern hands?
Arno Boersma
Washington, DC, USA
Abstract
Purpose – The purpose of this paper is to present a case for effective knowledge transfer,
management and protection between the West and the East, with an emphasis on cultural aspects.
Design/methodology/approach – The paper describes the background of KM programs in China
for Western companies and the three-step approach for its implementation.
Findings – The three-step KM approach was effective in managing knowledge flows from the west
to the east. Key lessons are that responsible KM, while doing business in China, is not about stopping
knowledge flows but rather about assessing the knowledge, its channels and recipients; and that the
cultural factor is key to successful KM in a global context.
Practical implications – Although the paper is based on projects in China, this three-step approach
for knowledge transfer, management and protection in China can be applied by any organization that
needs to share effectively across borders.
Social implications – The social implications could be a higher awareness of the cultural factor for
KM in different global contexts, and a more people-oriented approach to doing KM.
Originality/value – Much has been written about doing business in China and much has been
written about knowledge management. The paper is unique as it combines these two vast domains by
way of a very practical and proven project case. It is also original, as dealing with knowledge in China
by Western companies has been dominated by legal measures, not KM approaches.
Keywords Knowledge management, China, Intellectualproperty, Culture
Paper type Case study
As China becomes a knowledge powerhouse, knowledge management is gaining
importance there for Western as well as local companies. And although much of
knowledge management has been held hostage by the IT domain, in my experience
during projects in China, the human side of KM was the key to success. What makes
people tick in this global context, or share knowledge, for that matter? This article
elaborates on a three-step, people-focused KM approach for responsible knowledge
transfer, management and protection from the West to the East. It was executed on
behalf of consulting firm Squarewise – (full disclosure: my company at the time) – and
was consequently awarded the prize for the best consulting project in the country[1]. It
is an approach that is increasing in relevance as China became the world’s largest
exporter last year, and become the world’s no. 2 economy. It is no wonder that 44
percent of Americans now consider China as the world’s top economic power,
according to the Pew Research Center.
Although I was no expert on doing business in China, I stumbled into doing
knowledge management at the crossroads of the West and China due to a combination
of factors. As companies have become more global, cro ss-border knowledge
management has become a major challenge. And when they cross that border, they
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
Parts of this article were published in earlier articles by the author.
VINE
40,3/4
254
VINE: The journal of information and
knowledge management systems
Vol. 40 No. 3/4, 2010
pp. 254-261
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055721011071386
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