Cultural characteristics of knowledge transfer

Abstract

Purpose -In most of the literature, knowledge management is treated as a universal practice, which is transferable from one country or company to another. There are some empirical hints that this is not always the case. The main research question, which this paper aims to answer, is: Which cultural characteristics in Germany and Hong Kong influence knowledge transfer?Design/methodology/approach -A qualitative and exploratory approach has been used to answer the research question. A series of 13 in-depth interviews was conducted during April and May 2008 with experts from a range of various professional backgrounds in Hong Kong and Germany. Approaches of cultural characteristics are discussed and linked with the topic of knowledge transfer.Findings -The findings show that knowledge transfer depends on national cultural characteristics which are power distance, performance orientation, in-group collectivism, and uncertainty avoidance.Research limitations/implications -As the research was conducted in two countries only, the findings cannot be generalized. In addition the sample is limited to only 13 interviewees. Therefore, further and also quantitative research is necessary.Practical implications -If companies introduce knowledge management systems in order to support worldwide knowledge transfer, national cultural characteristics have to be taken into account; it is not enough to provide only the technology.Originality/value -Findings of cultural studies (e.g. GLOBE) and the approach of knowledge transfer are linked with each other. Moreover, empirical evidence is given for the cases Hong Kong and Germany.

National cultural dimensions, emerging market characteristics, and the subsidiary's willingness to transfer marketing knowledge to MNE HQs

“…Previous research has indicated that high power distance cultures tend to prevent effective knowledge sharing because there may be less opportunity for constructive discussions between subsidiaries and HQs (Chen et al, 2010). In addition, Wilkesmann et al (2009) found that in high power distance cultures, knowledge is provided mostly in top down direction and in the bottom up direction only when asked. High power distance has also been referred as a cultural practice which inhibits intrinsic motives for knowledge transfer.…”

“…Most of such studies explore knowledge transfer between units representing the same national culture (see e.g. Lai and Lee, 2007;Wilkesmann et al, 2009). Therefore, we argue that more systematic analysis of the role of selected cultural characteristic is required; which the current paper aims to perform.…”

“…Qin et al, 2008;Chen et al, 2010;Hua Li et al, 2014). In addition, a study by Wilkesmann et al (2009) utilized the practices of cultural dimensions based on GLOBE in exploring which cultural characteristics in Germany and Hong Kong influence knowledge transfer. Even though it focused on knowledge transfer in intraorganizational level the results support the idea that power distance, performance orientation, in-group collectivism and uncertainty avoidance are the relevant dimensions in analyzing knowledge transfer willingness.…”

“…Studies by and Wilkesmann et al (2009) represent some of such attempts. argues in his conceptual paper that strong UA creates resistance to change, but weak UA societies are looking for new and better ways to do things, thus increasing the interest in knowledge transfer opportunities.…”

“…Chong and Besharati, 2014). Consequently, Wilkesmann et al (2009) found that in Hong Kong, representing high in-group collectivism, a lot of knowledge was transferred within the in-group such as among peers but less with others. This indicates that motivation to transfer knowledge between out-group members such as subsidiaries to HQs is lower.…”