Knowledge culture

Chase, Rory L.

doi:10.1108/jkm.2006.23010daa.001

Cited by 3 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For example, goal orientation, motivation and culture can be barriers to knowledge sharing. The ways in which culture influences behaviors has also been studied (Chase, 2006;King, 2008;Oliver and Reddy Kandadi, 2006). Impact of managerial power and relational trust on the skills and traits of KA is another important issue (Holste and Fields, 2010;Lucas, 2005;Niu, 2010;Rutten et al, 2016).…”

Section: Tacit Knowledge Acquisitionmentioning

confidence: 99%

A model for assessment of uncertainty in tacit knowledge acquisition

Akhavan

Shahabipour

Hosnavi

2018

JKM

View full text Add to dashboard Cite

Purpose Expert systems have come to the forefront in the modeling of problems. One of the major problems facing the expert system designers is to develop an accurate knowledge base and a meaningful model of uncertainty associated with complex models. Decision-making is based on knowledge, and decision system support needs a knowledge base as well. An adequate knowledge acquisition (KA) process leads to accurate knowledge and improves the decision-making process. To manage the risk of a medical service (twin pregnancy in this case) a knowledge management system was created. The captured knowledge may be associated with an uncertainty. This study aims to introduce a method for evaluating the reliability of a tacit KA model. It assisted engineering managers in assessing and prioritizing risks. The study tried to use this method in risk management and new case in the health domain. Design/methodology/approach In this study, relevant variables were identified in the knowledge management literature reviews and the domain of expertise management. They are validated by a group of domain experts. Kendall’s W indicator was used to assess the degree of consensus. On the basis of combined cognitive maps, a cognitive network was constructed. Using Bayesian belief networks and fuzzy cognitive maps, an uncertainty assessment method of tacit KA was introduced. To help managers focus on major variables, a sensitivity analysis was conducted. Reliability of model was calculated for optimistic and pessimistic values. The applicability and efficacy of the proposed method were verified and validated with data from a medical university. Findings Results show that tacit KA uncertainty can be defined by independent variables, including environmental factors, personality and acquisition process factors. The reliability value shows the accuracy of the captured knowledge and the effectiveness of the acquisition process. The proposed uncertainty assessment method provides the reliability value of the acquisition model for knowledge engineers, so it can be used to implement the project and prevent failures in vital factors through necessary actions. If there is not a satisficed level of reliability, the KA project reliability can be improved by risk factors. The sensitivity analysis can help to select proper factors based on the resources. This approach mitigated some of the disadvantages of other risk evaluation methods. Originality/value The contribution of this study is to combine the uncertainty assessment with tacit KA based on fuzzy cognitive maps and the Bayesian belief networks approach. This approach used the capabilities of both narrative and computational approaches.

show abstract

Section: Tacit Knowledge Acquisitionmentioning

confidence: 99%

A model for assessment of uncertainty in tacit knowledge acquisition

Akhavan

Shahabipour

Hosnavi

2018

JKM

View full text Add to dashboard Cite

show abstract

“…The globalization of business over the past 2 decades has raised awareness of the importance of knowledge sharing within subsidiaries located in different countries with differing cultures (Chase, 2004). In his dissertation, Buzan (2005) argued that in the era of increased globalization, the knowledge multinational organizations need to keep their competitive advantages is no longer located in one central place, usually the headquarters; instead it is dispersed in headquarters and subsidiaries.…”

Section: Introductionmentioning

confidence: 99%

Online Knowledge Sharing Among Chinese and American Employees

2009

International Journal of Knowledge Management

View full text Add to dashboard Cite

This study investigates what are the national cultural factors that influence employees’ cross-cultural knowledge sharing in online environments and in what way. The article draws on findings from 41 in-depth interviewees conducted with 20 Chinese and 21 American employees who worked for a large multinational corporation. The rich interview data identified three national cultural differences that impacted Chinese and American participants’ knowledge sharing through an online system, namely, language, differences grounded in collectivism/individualism, and different levels of uncertainty avoidance. English created a barrier for Chinese users to post their ideas, but it did not seem to stop them from consuming knowledge. Differences grounded in collectivist/individualist values were mainly reflected in these two cultural groups’ different logic regarding the relationship between different working contexts and the necessity to share. Chinese also showed a higher level of uncertainty avoidance than Americans. Together these cultural differences could explain why Chinese shared knowledge less frequently than their American peers. Despite these reported cultural differences, findings from this research suggest that the actual cultural differences were smaller than what literature would predict. Possible explanations for fewer cultural differences are explored. Practical implications for knowledge management practitioners are also provided.

show abstract

“…In this increasingly competitive global environment, knowledge is often regarded as the critical resource of firms and economies (Nonaka & Takeuchi, 1995), because knowledge and its application are the means by which creativity can be fostered (Davenport & Prusak, 1998; Mac Morrow, 2001). The globalization of business over the past two decades has raised awareness of the importance of knowledge sharing within subsidiaries located in different countries with differing cultures (Chase, 2004). In order to leverage the knowledge within employees all over the world, multinational organizations are implementing distributed knowledge sharing systems to help their members share knowledge regardless of space or time (Heier, Borgman & Manuth, 2005).…”

Section: Introductionmentioning

confidence: 99%

Online knowledge sharing in a multinational corporation: Chinese versus American practices

Downey

Wentling

2007

Proc of Assoc for Info

View full text Add to dashboard Cite

In-depth interviews were conducted with Chinese and American users of a knowledge sharing system, pseudo-named Knowledge Everywhere (KE), being employed by a Fortune 100 company with operations in over 100 countries. The intent of these interviews was to identify factors influencing knowledge sharing behaviors among Chinese and American users of the KE system. Interview questions were framed using the Unified Theory of Acceptance and Use of Technology (Ventakesh, et al., 2003). Three primary conclusions emerged from the findings generated from the interviews. First, there is a perceived disconnect between knowledge sharing system usage and daily job performance.Second, language appears as a one-way barrier to knowledge sharing and not two-way as many practitioners believe. Third, cultural conservatism and perceived differences in practices hinders Chinese users' willingness to share and as a result gives the false impression that Chinese employees hoard information. IntroductionThe knowledge-based theories of firms view organizations as knowledge systems wherein organizational knowledge provides a synergistic advantage that can help keep organizations competitive in their market (Brown & Duguid, 1998; Hung & Lien, 2005). In this increasingly competitive global environment, knowledge is often regarded as the critical resource of firms and economies (Nonaka & Takeuchi, 1995), because knowledge and its application are the means by which creativity can be fostered (Davenport & Prusak, 1998; Mac Morrow, 2001). The globalization of business over the past two decades has raised awareness of the importance of knowledge sharing within subsidiaries located in different countries with differing cultures (Chase, 2004). In order to leverage the knowledge within employees all over the world, multinational organizations are implementing distributed knowledge sharing systems to help their members share knowledge regardless of space or time (Heier, Borgman & Manuth, 2005). These online systems are intended to fill the "structural holes" in networks (Ardichvili, Page & Wentling, 2003;Burt, 1992) and help organizational members take advantage of the "strength of weak ties" (Granovetter, 1973) to get richer information and solve problems more quickly. Unfortunately, despite the importance of cross-cultural considerations in knowledge sharing, the literature is almost silent on this dimension (Bhagat, Kedia, Harveston & Triandis, 2002; Glisband & Holden, 2003) and only very few recent studies have explicitly concentrated on the discussion of national cultural factors that influence knowledge sharing (Ford & Chan, 2003; Hutchings & Michailova, 2004).To better understand cross-cultural knowledge sharing and encourage employees from different countries to use knowledge sharing systems, we need to know: what factors influence employees' online knowledge sharing in cross-cultural contexts? Some researchers have explored how national cultural differences impact knowledge sharing; for example, researchers use national culture models, ...

show abstract

Knowledge culture

Cited by 3 publications

References 0 publications

A model for assessment of uncertainty in tacit knowledge acquisition

A model for assessment of uncertainty in tacit knowledge acquisition

Online Knowledge Sharing Among Chinese and American Employees

Online knowledge sharing in a multinational corporation: Chinese versus American practices

Contact Info

Product

Resources

About