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Knowledge sharing in a multi-cultural setting: a case study

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  • Dianne P Ford
  • Yolande E Chan

Abstract

Organizational culture has been shown to influence the success of knowledge management practices. Hofstede's theory specifies that organizational culture is not independent of national culture. A case study of an international subsidiary was conducted to explore the extent to which knowledge sharing is dependent on national culture. Results indicate that language differences can create knowledge blocks, and cross-cultural differences can explain the direction of knowledge flows.

Suggested Citation

  • Dianne P Ford & Yolande E Chan, 2003. "Knowledge sharing in a multi-cultural setting: a case study," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 1(1), pages 11-27, July.
    • Handle: RePEc:taf:tkmrxx:v:1:y:2003:i:1:p:11-27
    DOI: 10.1057/palgrave.kmrp.8499999
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    Cited by:

    1. Aslam, Muhammad Shakeel & O’Reilly, Dermot & Shah, Uzair, 2023. "Taking the rough with the smooth: A qualitative inquiry into social and cultural practices of knowledge-sharing work in international consultancy alliances," International Business Review, Elsevier, vol. 32(4).

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