Cross-Cultural Knowledge Management [electronic resource] : Fostering Innovation and Collaboration Inside the Multicultural Enterprise /
Del Giudice, Manlio.author.
Carayannis, Elias G.author.
Della Peruta, Maria Rosaria.author.
Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization.  In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes.   In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented?   Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise.  In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration.  The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.
Description based upon print version of record.
Cross-Cultural KnowledgeManagement; Series Foreword; Contents; Chapter 1: The Origins and Intentions of this Handbook; 1.1 One, Two ... How Many Cultures in the Knowledge Society?; 1.1.1 Synthesizing Dialectical Thinking on Cultures; 1.1.2 Organizations and Nations: Multicultural Focus and Knowledge Management Perspectives; 1.2 Overview of Book; 1.2.1 Part I: Managerial Dilemmas in Multicultural Organization; 1.2.2 Part II: Knowledge and Cooperative Strategies: Managing Cultural Diversity Between Organizations; 1.2.3 Part III: Cross-Cultural Knowledge Management and Open Innovation Diplomacy
AppendixThe Nature of Culture...References; Chapter 2: Cross-Cultural Knowledge Management: Insights from Major Social Science Discipline; 2.1 Introduction; 2.2 Culture, Individual and Learning Process in Groups: Psychological Perspectives; 2.3 The Sociological Foundations: Learning as Social and Cultural Approach; 2.4 The Treatment of Culture in Management Science; 2.5 Antropologists' World View: "Cultures" Rather than "Organizations"; References; Chapter 3: Solo Entrepreneur vs. Entrepreneurial Teams: Structural/Cultural Embeddedness and Innovation; 3.1 Introduction
3.2 Team Structure and Creative Action3.3 Cultural Predictors and Organizational Innovation; 3.4 Scientific Knowledge Production as a Cultural Practice; 3.5 Transcending Internal Cultural Boundaries; References; Chapter 4: Organizational Boundaries as Social Phenomena: Culture, Interfirm Arrangements, and National Learning Style; 4.1 Introduction; 4.2 Members' Identities and Cultural Values; 4.3 National-Level Institutions and Managerial Discretion Across Countries; 4.4 Culture and National Learning Styles; 4.5 Cross-Cultural Values and Relational Learning; References
Chapter 5: Culture and Cooperative Strategies: Knowledge Management Perspectives5.1 Introduction; 5.2 Culture's Relevance to Cooperation; 5.2.1 Cultures and Conflicts in Value; 5.2.2 Misunderstanding in the Process of Interpersonal Communication; 5.3 Culture, Universalism, Particularism; 5.4 Culture as a Challenge; 5.5 Culture as a Resource; 5.6 Implications for Practice; References; Chapter 6: Cultural Differences Across and Within Countries: Emerging Economies Matter; 6.1 Introduction; 6.2 Institutions, MNEs, and Cultures; 6.3 Individualism, Collectivism, and Performance
6.4 Social Networks and Cultures6.5 Learning in Global Networks; 6.6 Cross-Fertilization of Fields; References; Chapter 7: The Management of Cultural Pluralism to Address the Challenges of the Emerging Markets: Entrepreneurial Experiences in China; 7.1 Introduction; 7.2 Culture and Human Behavior as a Sign of Diversity; 7.3 The Basis of Cultural Compromise: Relationship Mechanisms and Acquaintanceship Processes; 7.4 Comparing Management and Culture; 7.5 Following Distinctive Paths of Intercultural Communication; 7.5.1 The Role of Communication Between Partners
7.5.2 The Role of Communication Between Management and Chinese Personnel Working in the MNEs
Includes bibliographical references and index.
Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization.  In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes.   In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented?   Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise.  In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration.  The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.
Entrepreneurship.
Management.
Industrial management.
Economic growth.
Anthropology.
Entrepreneurship.
Innovation/Technology Management.
Economic Growth.
Anthropology.
Innovation, technology and knowledge management