Taiwanese executive practice knowledge management in mainland China and Southeast Asia (Malaysia)
| Date | 01 July 2006 |
| Published date | 01 July 2006 |
| DOI | https://doi.org/10.1108/03055720610703605 |
| Pages | 341-352 |
| Author | Hsin Kao,Peng‐Hsian Kao,Thomas A. Mazzuchi |
| Subject Matter | Information & knowledge management |
Taiwanese executive practice
knowledge management in
mainland China and Southeast
Asia (Malaysia)
Hsin Kao and Peng-Hsian Kao
China Institute of Technology, Taipei, Taiwan, and
Thomas A. Mazzuchi
Department of Engineering Management,
School of Engineering and Applied Science, George Washington University,
Washington, DC, USA
Abstract
Purpose – Many scholars and practitioners argue about the Taiwanese government policy of
investing in “Go-South” or “Go-West” approach. Therefore, this paper aims to present data from two
groups showing the differences of Taiwanese executives in China and in Malaysia from the point of
view of knowledge management (KM) usage.
Design/methodology/approach – Knowledge management is very important since enterprises are
eager to create value through the better use of knowledge in today’s globalization trend. In this study,
the State of Knowledge Management: An Assessment Questionnaire, which includes 19 KM tools, was
used to identify various kinds of KM tools usage frequencies. Data were collected from 200 firms in
China and Malaysia. These firms represent several manufacturing industries, including food, textiles,
rubbers and plastics, electronics, and metal manufacturing.
Findings – The results show that executives in China have higher scores in 16 KM tools than
executives in Malaysia, which means the former executives practice KM more than the later
executives. Chinese people in both Taiwan and China share the same traditional values of respect for
age, authority, hierarchy, culture, and language. Therefore, cultural and contextual variables
differences may not affect the mix of knowledge-sharing problems.
Originality/value – This paper reveals useful information showing the differences of Taiwanese
executives in China and in Malaysia from the point of view of KM usage.
Keywords Knowledge management, Taiwan, South EastAsia, China, Malaysia, Chief executives
Paper type Research paper
Introduction
Many changes have already happened in Taiwan since deregulation. Deregulation has
been a wake-up call for the Taiwanese government, businesses, and industries; they
have had to rise to the challenges of competing in an international market by changing
regulations and outdated business practices. Taiwan’s accession to the World Trade
Organization (WTO) holds great challenges, and this move needs to be seen as an
opportunity to change rather than as either an economic disaster or as an economic
miracle.
The business environment in Taiwan has experienced enormous changes recentl y,
such as the rising consciousness of labor, the high cost of labor, the variation of
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Taiwanese
executive
practice KM
341
VINE: The journal of information and
knowledge management systems
Vol. 36 No. 3, 2006
pp. 341-352
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055720610703605
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