Cross-Cultural Perceptions on Knowledge Sharing in Heterogeneous Collaborations

Abstract

This qualitative study investigates different perceptions of knowledge sharing in a cross-cultural research collaboration between German and Chinese scientists. Special emphasis is placed on the in-group and out-group orientation of partners, different communication styles and personal and organizational influence factors. Data was obtained by conducting six focus groups in Germany and China. All ideas expressed in these focus groups were categorized and thoroughly evaluated. Our analysis reveals that the in- and out-group orientation of collectivistic and individualistic cultures might not be as pronounced as theory would suggest. In fact, members of the more collectivistic Chinese culture even showed a higher out-group orientation than members of the more individualistic German culture in our study. The resulting theoretical and practical implications for managing cross-cultural collaboration projects are discussed in detail in the paper.

Intergroup contact in computer-mediated communication: The interplay of a stereotype-disconfirming behavior and a lasting group identity on reducing prejudiced perceptions

“…Despite the fact that supervision of contact interventions is neither a new nor an original observation; this experiment contested the notion that affective responses emerge only from informal or relaxed virtual environments (such as, for example, in a social network site). Research on international collaborative projects where members from different cultural backgrounds are involved, and share membership in groups with common goals, suggest that intercultural barriers and bias can more easily be improved when international members meet in structured electronic communication exchanges before sharing a physical space (Niedergassel, Kanzler, Alvídrez, & Leker, 2011). Once again, subgroup awareness in supervised CMC might complement potential contact effects in short online interactions while this kind of contact gradually evolves to physical meetings.…”

Technological Innovation Research in China and India: A Bibliometric Analysis for the Period 1991–2015

“…In light of the aforementioned studies, an important subject that remains relatively less explored in the context of China and India is whether their particular cultural context might influence the nature of connections, and how this might affect innovations. While we could identify one study on how cross-cultural differences influence international collaborations (Niedergassel et al, 2011) in China, we see considerable scope to pursue this theme further. In particular, we suggest more research into the cultural aspects driving inter-organizational connections, as previous studies have already hinted at the influence of national identities on firm HR policies (Ferner & Quintanilla, 1998), and marketing (Keillor & Hult, 1999), and of religion influencing organizational actions and outcomes in a variety of international settings (Chan-Serafin, Brief, & George, 2013; Du, 2013; Parboteeah, Walter, & Block, 2015).…”

“…Leung's (2013) study stands apart by examining barriers to networks, a relatively less studied aspect. Interestingly, it is found that cross-cultural differences between Chinese researchers belonging to collectivist culture and Western counterparts having a more individualistic culture do not necessarily create hindrances (Niedergassel, Kanzler, Alvidrez, & Leker, 2011), and suggest a need to study the context of such exchanges that might lower the impact of cross-cultural differences. It is necessary to account for large sub-regional differences across China in understanding the relationship between academic collaborations with industry and firms’ innovative performance (Kafouros, Wang, Piperopoulos, & Zhang, 2015).…”

From The Hague to Paris to Montréal: Knowledge transfer and cultural synergy in a multicultural organization

“…To optimize the chances of success, one chooses one’s partner by identifying cultural traits that influence knowledge sharing. Indirectly, one seeks compatible cultures in order to circumvent the difficulties that cultural differences would bring to collective action (Jacks et al, 2012; Li, 2010; Niedergassel et al, 2011).…”