Management information systems in the Chinese business culture: an explanatory theory
Information and Management
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
ERP in China: one package, two profiles
Communications of the ACM - Has the Internet become indispensable?
Strategic decision making and support systems: Comparing American, Japanese and Chinese management
Decision Support Systems
Knowledge management in small and medium-sized enterprises
Communications of the ACM - The psychology of security: why do good users make bad decisions?
Value creation: The future of knowledge management
The Knowledge Engineering Review
E-commerce communities as knowledge bases for firms
Electronic Commerce Research and Applications
Information technology to support informal knowledge sharing
Information Systems Journal
The roles of theory in canonical action research
MIS Quarterly
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China's high-priority effort to become a more knowledge-based economy and society means that knowledge management (KM) is increasingly important. For example, the timely transfer and use of business knowledge can provide a competitive advantage in practically any given industry. Despite its enormous promise in business and science, effective KM also faces formidable obstacles. Here, we explore the most notable ones in the China context.We have used surveys, interviews, focus groups, longitudinal case studies, and anecdotal information for more than a decade to develop an understanding of how knowledge is managed in China and its role in the country's drive for global competitiveness. KM in China is distinctive, constrained somewhat by technological limitations, but influenced more significantly by psychological factors (such as cultural values) among groups and social levels. Here, we describe the distinctive aspects of knowledge generation, documentation, transfer, and use that prevail in China today, highlighting the key factors influencing Chinese KM.