Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China

Hong, Jacky; Snell, Robin Stanley; Easterby‐Smith, Mark

doi:10.1016/j.intman.2006.09.005

Cited by 39 publications

(42 citation statements)

References 71 publications

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“…On the contrary, their intention is to propose a global theory of knowledge creation, featuring 'interesting and focused narrative detail that allows us to abstract and articulate universals that explain the "how"' (Nonaka et al, 2008: 4, emphasis added). However, the main research findings may undermine their purported claims of universality, since the unique Japanese cultural and institutional elements underlying those knowledge creation practices (Hong et al, 2006b;Lam, 2003) may encounter friction during their global spread and the ensuing local adaptation processes (Lervik and Lunnan, 2004). Figure 1.…”

Section: Cultural Specificity Of Nonaka's Seci Modelmentioning

confidence: 98%

Glocalizing Nonaka’s knowledge creation model: Issues and challenges

Hong

2011

Management Learning

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The main objective of this article is to explore the challenges for globalizing knowledge management theories. Adopting a practice-based view of knowledge and engaging critically with Nonaka's SECI (socialization, externalization, combination and internalization) model, the hidden behavioral assumptions and cultural values and meanings embedded within the model are revealed so as to provide a thought experiment to explain the organizational and inter-cultural dynamics that may disrupt its translation in overseas contexts. It is argued that a successful implementation of Nonaka's SECI model requires a 'glocalized' approach, which involves trade-offs between core underlying values and objectives during the process of local translation. This article contributes to current theories of knowledge management by revealing the underlying sources of cultural embeddedness and the implications for their global diffusion.

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Section: Cultural Specificity Of Nonaka's Seci Modelmentioning

confidence: 98%

Glocalizing Nonaka’s knowledge creation model: Issues and challenges

Hong

2011

Management Learning

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“…as an 'invariant substance' (Hong et al, 2006) and 'transfer' as mostly involving its downward, unidirectional transmission from parent to subsidiary (Cantwell, 1989).…”

Section: Theoretical Contextmentioning

confidence: 99%

Interlingual translation and the transfer of value-infused practices: An in-depth qualitative exploration

Ciuk

James

2014

Management Learning

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“…He found that cultural adaptation was driven by relationship commitment and relative dependence of both Chinese and US joint venture partners. More recently, Hong et al (2007) examined the cross-cultural infl uences on organizational learning in multinational companies (MNCs). They conducted a study at fi ve Japaneseinvested manufacturing companies in the Pearl River Delta, China.…”

Section: Previous Studymentioning

confidence: 99%

“…When such a cultural difference is recognized and managed in a proper manner, it can lead to innovative business practices, faster and better organizational learning, and sustainable sources of competitive advantages (Bhasin 2007;Hutchings 2003;Magala 2007). For building up awareness and understanding of cultural difference in order to develop effective international management teams, the need to recognize and manage other cu ltures is an important component in project management in this era of globalization (Hong et al 2007).…”

Section: Introductionmentioning

confidence: 99%

IDENTIFYING CULTURAL DIFFERENCE IN R&D PROJECT FOR PERFORMANCE IMPROVEMENT: A FIELD STUDY

Zeng

Xie

Tam

et al. 2009

Journal of Business Economics and Management

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Abstract. In recent years, some large multinational companies have begun moving their R&D centers to China. As a result, cross-cultural management for R&D projects becomes challenging due to the cultural diversity. Based on the technique of relative importance index (RII), this study examines the gaps between the Chinese and Western cultures in R&D projects for multinational fi rms. The fi ndings show there is a signifi cant difference between Chinese and Western cultures. The top fi ve factors transformed into self-refl ection statements include: 1) You could accept your manager criticizing your mistake in public; 2) You avoid any confl ict with your manager; 3) Objective of the project is the target for the whole project group; 4) You do not mind the methods for your performance evaluation; and 5) You pay greater attention to improve "relationship" among colleagues. Overall, these fi ndings reveal managerial implications for R&D managers that the need to recognize and manage cultural difference is an important component in cross-cultural project management.

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Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China

Cited by 39 publications

References 71 publications

Glocalizing Nonaka’s knowledge creation model: Issues and challenges

Glocalizing Nonaka’s knowledge creation model: Issues and challenges

Interlingual translation and the transfer of value-infused practices: An in-depth qualitative exploration

IDENTIFYING CULTURAL DIFFERENCE IN R&D PROJECT FOR PERFORMANCE IMPROVEMENT: A FIELD STUDY

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