Primary knowledge management practices applied in Brazil, Russia, India and China (BRIC) industries from 2001-2010

Klafke, Renata; Lievore, Caroline; Picinin, Cláudia Tânia; Francisco, Antônio Carlos de; Pilatti, Luiz Alberto

doi:10.1108/jkm-12-2015-0522

Cited by 23 publications

(36 citation statements)

References 54 publications

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“…This finding contradicts in general to opin ion [Klafke et al, 2016] who concluded that Russia, like Brazil and India, has an easier way of converting knowledge in effectiveness because all these countries practice similar KM mechanisms and model the positive ex periences of western companies. An analysis of this work shows that the authors made their conclusion on the base of only one source, that studied management practices used by human resource managers to trans fer knowledge between Finnish and Russian subsidiaries.…”

Section: Discussioncontrasting

confidence: 61%

The Effectiveness of Russian Organizations: The Role of Knowledge Management and Change Readiness

Yuri

2018

RMJ

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Many researchers believe that knowledge is the most important resource in the contemporary economy, but empirical studies show that knowledge management is not among the most used managerial tools. This gap can be explained with the hypothesis that knowledge management produces the significant impact on the effectiveness of organization only with the accompanying development of change management. Herewith the critical element of change management is a change readiness that allows to assess the possibility and feasibility of changes, consolidate and focus efforts, assess the adequacy of resources. This hypothesis is empirically tested using the partial least squares structural equation modeling (PLS-SEM) method on data for 103 Russian organizations. The results show that the empirical sample includes two statistically different datasets. The separating variable is the type of owner, so separate models were built for state-owned and private-owned organizations. For privateowned organizations, the hypothesis that knowledge management and changes readiness jointly affect effectiveness is fully confirmed. For state-owned organizations, knowledge management is not a factor of effectiveness. These results have two practical implications. First, managers who rely on the organizational knowledge should focus on the joint and coordinated implementation of knowledge management and change management. Special attention should be paid to the organizational context that supports individual change readiness. Second, state-owned organizations in Russia are less effective rather private ones, it is due to the fact that knowledge management for them is not the factor of effectiveness, that is in its turn a consequence of suppression of initiatives at the individual level.

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Section: Discussioncontrasting

confidence: 61%

The Effectiveness of Russian Organizations: The Role of Knowledge Management and Change Readiness

Yuri

2018

RMJ

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“…The changing landscape of international competition, accompanied by the rise of multinationals from emerging markets (Williamson & Zeng, 2009), have created a paradigm shift among knowledge management scholars in favor of a particularistic approach of researching knowledge sharing (Hong et al, 2017). Being two major players in the BRICS economies (Klafke et al, 2016), Brazil and China provide a fertile setting for examining the impact of context-specific cultural and institutional contextual conditions on knowledge sharing in production environments (Tong & Mitra, 2009).…”

Section: Cultural Barriers To Knowledge Sharing In China and Brazilmentioning

confidence: 99%

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Muniz

Hong

Oliveira

et al. 2019

Prod.

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Paper aims:This research aims to evaluate factors that influence knowledge sharing in automotive production context in Brazil and China.Originality: Despite the growing recognition of the factors that enable knowledge sharing in organizations, our understanding about the unique challenges encountered by the blue-collar workers in a production context is rather limited. Also, the paper raises issues and challenges involved for production organizations to engage in cross-national knowledge sharing, which remain relatively under-explored.Research method: Drawing on the Analytic Hierarchy Process (AHP) approach, we conduct a comparative survey among the production managers in five automotive plants in China and Brazil. The AHP approach is based on Objective: Promote knowledge sharing among production workers; Criteria of knowledge conversion as Socialization, Externalization, Internalization; and Alternatives as Structure, Communication, Training, Incentive, Standard Operating Procedure, Problem Solving Methodology. The methodology focused on the 3 Brazilian and 2 Chinese automotive plants in our fieldwork.Main findings: While many authors argue that socialization (dialogue) is the key form of worker knowledge sharing, our findings indicate that workers and managers perceive internalisation as more important in the automotive context. The significant differences between Chinese and Brazilian workers on the relative importance they attributed to knowledge sharing processes and corresponding enabling factors reinforce our understanding about the challenges of knowledge sharing across cultures and lends support to a more particularistic debate of knowledge management. While automotive workers in Brazil preferred to receive more training and better incentive schemes as essential knowledge sharing support mechanisms, Chinese workers valued more standardization through structure and standard operation procedures. The study reaffirms the role of knowledge sharing in continuous improvement and incremental innovation in shop floor operations. Implications for theory and practice:In lieu of the gaps in the extant literature, this research aims to further identify and evaluate factors that influence cross-national knowledge sharing in automotive production contexts. The research addressed the gaps to promote supportive ways to provide employees interaction, best practices and lessons learning sharing.

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“…The literature presents different approaches to KM practices. This work employs the approach of Klafke et al (2016), which encompasses the KM practices employed in BRIC countries, as shown in Table 1. Hiring the scientifically trained students leaving the best universities, bringing what is the newest in the market.…”

Section: The Main Practices Of Knowledge Management Applied In Bric Cmentioning

confidence: 99%

“…Learning from reviews/internal learning X X Source: Klafke et al (2016) Organisational learning is a practice present in all of the BRIC countries (Klafke et al, 2016). Organisational learning is a transformation in the company caused by acquired knowledge (Argote and Miron-Spektor, 2011), through the development of new learning and perceptions resulting from the experience of everyone involved in the organisation (Huber, 1991;Slater and Narver, 1995).…”

Section: The Main Practices Of Knowledge Management Applied In Bric Cmentioning

confidence: 99%

Knowledge management practices and economic complexity in BRIC countries from 2001 to 2014

Rubbo¹,

Picinin²,

Pilatti³

2018

IJKMS

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The aim of this paper is to investigate the main practices of knowledge management (KM) employed by BRIC countries (Brazil, Russia, India, and China) from 2001 to 2014 in relation to their economic complexity (EC). The research is constructed by employing The Atlas of Economic Complexity database and gathering data related to the BRIC countries' EC ranking and the projected global growth throughout 2024. The country with the best outlook of ascension regarding EC is India, which has the largest number of KM practices. Russia, having the least amount of KM practices, has the worst EC projection.

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Primary knowledge management practices applied in Brazil, Russia, India and China (BRIC) industries from 2001-2010

Cited by 23 publications

References 54 publications

The Effectiveness of Russian Organizations: The Role of Knowledge Management and Change Readiness

The Effectiveness of Russian Organizations: The Role of Knowledge Management and Change Readiness

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Knowledge management practices and economic complexity in BRIC countries from 2001 to 2014

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