Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Blueprint to the Digital Economy: Creating Wealth in the Era of E-Business
Blueprint to the Digital Economy: Creating Wealth in the Era of E-Business
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Sticky Knowledge: Barriers to Knowing in the Firm
Sticky Knowledge: Barriers to Knowing in the Firm
Leveraging Tacit Organizational Knowledge
Journal of Management Information Systems
Knowledge Management: An Organizational Capabilities Perspective
Journal of Management Information Systems
An Investigation of the Impact of Intrinsic Motivation on Organizational Knowledge Sharing
International Journal of Knowledge Management
International Journal of Knowledge Management
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This study explores the extent and impediments of knowledge sharing in Chinese firms because they are becoming dominant entities in the global economy, yet limited research exists on this important aspect of their operations. Survey data are obtained from experienced managers of 164 Chinese firms from a wide range of industries, sizes, and ownership types. The responses indicate that knowledge sharing is not open and complete in Chinese firms. Similar to findings from developed economies in the West, a large number of factors impede knowledge sharing in Chinese firms. These range from Chinese cultural values-which had been identified as being important by prior China-based studies-to attributes of the firm e.g., incentive system, communication channels, organizational culture, as well as those of knowledge holders and potential recipients e.g., judgment ability, organizational commitment. Implications of these findings for practice and research are discussed.