Conceptualisation of Cultural Dimensions as a Major Influence on Knowledge Sharing

Usoro, Abel; Kuofie, Matthew

doi:10.4018/jkm.2006040102

Cited by 34 publications

(24 citation statements)

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“…Previous studies have confirmed that culture can play a significant role in facilitating or hindering KS in culturally diverse teams (Usoro and Kuofie, 2006;Siakas and Georgiadou, 2006). KS can be peopleoriented which emphasises the importance of tacit knowledge, the social infrastructure and the business performance, or technology oriented i.e.…”

Section: Introductionmentioning

confidence: 94%

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Cultural impacts on knowledge sharing: empirical data from EU project collaboration

Siakas

Georgiadou

Balstrup

2010

Vine

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PurposeEU‐sponsored lifelong learning projects involve a variety of experts of diverse cultural, organisational, and professional backgrounds connected together in one project with time and money constraints. The members of the consortium, often unknown to one another from the beginning, come together for a specific period of time to accomplish certain distinctive objectives. A special knowledge‐sharing strategy is needed in order to incorporate culturally diverse values, and to overcome the technical difficulties of dispersion and limited access to informal communication. This paper aims to explore the way in which EU projects appreciate diverse cultural (national, organisational, and professional) influences on knowledge sharing in project‐based collaboration.Design/methodology/approachThis paper is based on longitudinal studies, own multicultural experiences and earlier conceptually grounded arguments regarding cultural complexities to knowledge sharing in project environments. The key cultural issues highlighted here were empirically tested through a survey in the context of knowledge sharing in several EU lifelong learning projects. Finally, the paper discusses the implications of dealing with cultural issues in fostering good knowledge‐sharing practices within dispersed projects.FindingsIt is apparent that culture has a most significant influence on the knowledge‐sharing capability of time‐ and money‐restricted dispersed projects. Cultural awareness and the use of new information and communication (ICT) tools, such as web 2.0, are factors supporting knowledge sharing.Originality/valuePrevious studies have not examined knowledge sharing in EU projects. The paper aims to help practitioners and academics, who participate in EU projects, to recognise that the different EU project team members usually are dispersed in terms of geography, expertise and working methods and to understand that diverse cultural values (national, organisational and professional) can be a competitive advantage. As a result of gaining such understanding it is expected that EU project performance will improve if diversities are handled in a proper manner and if in addition web 2.0 is used as a communication and sharing platform to enable increased knowledge sharing, interactive participation and digital democracy in practice.

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Section: Introductionmentioning

confidence: 94%

“…Moreover, Usoro and Kuofie (2006) recommended that management attention to the "cultural lens" should extend beyond the organisational level to the national level, especially for global teams incorporating a variety of cultural contexts.…”

Section: Cultural Impacts On Knowledge Sharingmentioning

confidence: 99%

Cultural impacts on knowledge sharing: empirical data from EU project collaboration

Siakas

Georgiadou

Balstrup

2010

Vine

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“…Knowledge sharing is referred to exchanging knowledge between two or more individuals (Usoro and Kuofie, 2006). Knowledge sharing is the most important component of knowledge management (Senge, 1990).…”

Section: Sharing Of Tacit Knowledge and Service Innovationmentioning

confidence: 99%

Sharing of tacit knowledge and service innovation performance

Jisr

Therin²

2018

IJFIP

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This paper examines the relationships among tacit knowledge, knowledge sharing, and service innovation performance. To examine the relationships, we collected the survey data by targeting employees in a service industry, The Lebanese Broadcast Corporation International (LBCI) located in Lebanon (n = 162). It is a leading Lebanese and Arab television station. The results indicate that there exists a positive relationship between (1) tacit knowledge and service innovation performance; and (2) knowledge sharing and service innovation performance. Also, this study finds that knowledge sharing mediates the relationship between tacit knowledge and service innovation performance. The value of the current study is presented in examining the mediating role of knowledge sharing. Our findings suggest that firms could encourage and motivate their employees to share their knowledge in order to enhance service innovation performance.

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“…Contextual understanding must take into consideration the cultural, social, hierarchal, political, personal, and historical perspectives affecting how people, groups, and organisations interpret, evaluate, and process information (Coombs et al, 1992;Hofstede et al, 2010;Liew, 2007). As such, organisational structure and organisational culture are highly influencing factors in knowledge management and effective knowledge transfer (Chen, 2007;De Long & Fahey, 2000;Haghirian, 2003;Usoro & Kuofie, 2006). The underlying individual and, by extension, organisational epistemologies are deeply rooted in both societal and organisational culture, which influence the configuration of the interplay between social and technical systems within an organisation.…”

Section: The Functionalist Versus Interpretivist Perspectives On Knowmentioning

confidence: 99%

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

Jelavic

2011

IJIKM

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This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative sociotechnical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowledge management should consider the roots of knowledge theoretically in order to share or manage knowledge dissemination successfully in organisations. The term 'knowledge sharing' has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisation. The results from this study provide both researchers and academicians with a clear understanding of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

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Conceptualisation of Cultural Dimensions as a Major Influence on Knowledge Sharing

Cited by 34 publications

References 0 publications

Cultural impacts on knowledge sharing: empirical data from EU project collaboration

Cultural impacts on knowledge sharing: empirical data from EU project collaboration

Sharing of tacit knowledge and service innovation performance

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

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