Impact of Chinese Culture Values on Knowledge Sharing Through Online Communities of Practice

Li, Wei; Ardichvili, Alexandre; Maurer, Martin; Wentling, Tim L.; Stuedemann, Reed

doi:10.4018/jkm.2007070103

Cited by 33 publications

(16 citation statements)

References 24 publications

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“…Many Chinese managers are reluctant to give up this close supervision by allowing workers to work from home (Luo, 2015a;Liang, 2020). As a high-context country, nonverbal cues and environmental settings are important in determining the meaning of events, leading to a preference for rich media, such as face-to-face interactions (Li, et al, 2007;Raghuram & Gang, 2014;Luo, 2015b). The physical distance and social isolation of telework make it difficult for members of highcontext cultures.…”

Section: Telework In Chinamentioning

confidence: 99%

Telework Distress and Eustress Among Chinese Teleworkers

Slyke

Lee

Duong

et al. 2022

Journal of Global Information Management

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This study investigates antecedents to and outcomes of two stress reactions, telework distress (detrimental stress), and telework eustress (beneficial stress) using a model derived from an integration of the transactional model of stress with the job-demands and resources model. The model includes a person antecedent (resilience), and three environment antecedents (work-family conflict, work overload, and autonomy). These factors should influence experienced distress and eustress, which, in turn, affect telework outcomes (telework satisfaction, exhaustion, perceived performance, and perceived productivity. The model is evaluated using a sample of 329 Chinese teleworkers. This study findings indicate that resilience, work-family conflict, and work overload affect experienced distress, while resilience and autonomy affect experienced eustress. Experienced distress influenced satisfaction, exhaustion, and perceived performance; eustress had effects on all four outcomes. Interestingly, resilience had the largest total effect sizes on telework outcomes.

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Section: Telework In Chinamentioning

confidence: 99%

Telework Distress and Eustress Among Chinese Teleworkers

Slyke

Lee

Duong

et al. 2022

Journal of Global Information Management

View full text Add to dashboard Cite

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“…The aspects of SET are focused on analyzing the effect of co-worker support on COP (Siemsen et al, 2007). This study model the organizational factor (COP) and individual factors (coworker support and personal interaction) in a single frame (Choi et al, 2020;li et al, 2007), turning out to be the first study to consider personal interaction as a mediator variable between co-worker support and COP to the best of our knowledge.…”

Section: Implicationmentioning

confidence: 99%

Co-Worker Support and Communities of Practice

Dutta

Rangnekar

2022

International Journal of Knowledge Management

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Communities of practice foster sharing of knowledge in the organisations. For the creation of such an organisational-level practice community, a motivating environment for the development of such practice communities should be created by the support perspective among co-workers, supervisors, and the organisation. The present study examines the relationship between Co-Worker Support and Communities of Practice with mediating role of Personal Interaction. The data was collected from 178 respondents representing the manufacturing and service sector Indian Organisations with various demographic characteristics. In accordance with the hypotheses developed, the findings supported the hypotheses. The structural equation modelling showed the path from co-worker support to communities of practice is mediated by Personal Interaction with highly significant results. The theoretical and managerial implications concerning the importance of support, most importantly co-worker support, are mentioned in the study. Future scope of research is suggested based on the current findings of this study.

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“…Rivera-Vazquez et al (2009) examined organizational environment, manager commitment, localization of experts and emotional intelligence as part of organizational culture towards innovation and KS. Study on culture as a barrier to KS is further enhanced by incorporating national culture (Kivrak et al, 2014), cultural boundaries (Dulaimi, 2007) and online community of practice (Ardichvili et al, 2006;Li et al, 2007). On the contrary, Hall and Goody (2007) argue that power relations in terms of organizational politics will result in success or failure to foster KS.…”

Section: Existing Studies On Knowledge Sharing (Ks) Barriersmentioning

confidence: 99%

Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation

Anwar

Wong

Tseng

2022

International Journal of Knowledge Management

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Voluntary engagement (VE) creates a sense of coordination and harmonization to share knowledge. The eminence of knowledge sharing (KS) for supply chain (SC) innovation is undeniable to initiate development in products, services, and operations. However, KS process is undergoing challenges in sustaining KS engagement by SC partners. Hence, recent researchers call for the need to address this gap in the literature to assess VE barriers. This paper studies the causal relationship of VE barriers on two MNCs, i.e., Toyota and Suzuki, via the fuzzy DEMATEL approach. The case examination findings indicate culture's alignment as the prime cause of VE and leadership commitment has stronger interdependence. The core problems which need elimination are fear of losing the job, prominence and opportunistic behavior. The study concludes that companies need to instigate the natural attributes of employees’ VE by setting-up earnest guidelines to practice free information and knowledge flow.

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Impact of Chinese Culture Values on Knowledge Sharing Through Online Communities of Practice

Cited by 33 publications

References 24 publications

Telework Distress and Eustress Among Chinese Teleworkers

Telework Distress and Eustress Among Chinese Teleworkers

Co-Worker Support and Communities of Practice

Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation

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