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Timestamp: 2019-04-20 00:39:37+00:00

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Culture is the combination of shared philosophy that differentiates people between various groups (Hofstede, 1991). Therefore, individuals from different cultures/groups would react differently to a single phenomenon. For example, in terms of gesture, people from different cultures use the thumb finger to communicate with their non-verbal expressions; however, the same signal may convey dissimilar meaning to people of different cultures (Kita, 2009). Similarly, organizational knowledge management initiatives in diverse socio-economic settings, including government, non-government and business practices would lead to a detrimental outcome or would not be able to convey the right message, at the right time to the right target audience prolifically, if the cross-cultural issues are not considered in such initiatives. For example, an ad/promotional flyer of a business/brand that contains a culturally consistent dialogue and corresponding image draws the most constructive responses, in comparison to the promotional efforts that contain different dialogues and images (Teng et. al., 2014). Furthermore, a specific organizational procedure that would be appropriate for the target audience of one culture would not be suitable for the target audience of another culture (Hofstede, 1984). Therefore, considering the cross-cultural issues is especially important for organizational knowledge management, aiming to the cross-cultural target audience (Huang et. al., 2013).
Culture is also acknowledged as the blend of values, beliefs and assumptions that an individual inherits from her/his early childhood environment (Hofstede et. al., 2010). These cultural philosophies engrained in people’s mind in their childhood, and influence their decision making, which appears as a dimension of difference in human behaviour from culture to culture (Steenkamp, 2001; Steenkamp and Kumar, 1999). Following this cultural mindset on different cultural philosophies, different stakeholders, e.g. customers evaluate the alternate competitive value propositions (Kotler, 2003), in relation to their value anticipation. Stakeholders are overwhelmed with information about the competitive value propositions today (Berner and Tonder, 2003). These stakeholder information, stakeholder knowledge and stakeholders’ mobility, income and search costs form/reform stakeholders’ expectation about their estimated value on a particular issue to act on it (Kotler, 2003), which persuasively impact on their value perceptions about the available competitive offerings. Since, the society is culturally broaden its horizons; in today’s multicultural society, considering ethnic dimensions play a crucial role in effective organizational knowledge management, related to different business and non-business decision makings (Bent et. al., 2007; Chan, 2006; Ownbey and Horridge, 1997).
The discussion thus far acknowledges that considering the cross-cultural issues in organizational knowledge management is important for effective sense making across the different cultural settings; however, there are “barriers to knowledge management (KM) due to various national cultural dimensions” (Ray, 2014, p. 45), which are under-researched. For example, only “few studies have investigated either on the real differences in the factors of knowledge transfer within different cultural contexts or the reasons behind these differences” (Hua Li, et al., 2014, p. 279). Focusing on the cross-cultural global setting, “recent studies show that still a lot of KM projects fail (Coakes et al, 2010) and not all…factors are clearly understood” (Pawlowski and Bick, 2012, p. 1). Researchers argue that “the current understanding of when and how knowledge transfer leads…(to) success is still limited” (Ahammad et al., 2016, p. 66). Furthermore, we do not have adequate understanding on managing and transferring knowledge effectively in the multi-cultural organizations (Hajro et al., 2017).
“Insight into organizational responses to stakeholder claims and influence attempts is critical to understand the challenges currently facing managers and organizations” (Weitzner and Deutsch, 2015, p. 1337). However, the extant literature on organization – stakeholder relationships “does not provide much insight into organizational factors that lead organizations to attend to the different stakeholder or to implement stakeholder practices (cf. Bundy et al., 2013). Moreover, empirical work in the strategic management literature has failed to address these shortcomings” (Mena and Chabowski, 2015, p. 430). “Much remains unknown about how organizations learn about multiple stakeholders. This is unfortunate given the increasing importance organizations place on meeting their stakeholders’ demands” (Mena, Tomas and Hult, 2017, p. 177). For example, in terms of organizational transparency as stakeholder relationship management construct, Schnackenberg and Tomlinson (2016) argue that “it is not clear exactly how the construct should be conceptualized, how it relates to managing trust in the organization-stakeholder relationship, or how organizations manage it” (p. 1785). To respond to this significant research gap in organization – stakeholder relationships, relying on the organization-wide knowledge management processes, i.e. knowledge acquisition and knowledge distribution (Huber, 1991; Sinkula, 1994), focusing on the key stakeholders would be instrumental to unlock the potential progress of this under-researched area in organizational studies at the intersection of cross-cultural stakeholders’ knowledge management for improved organizational efficacy.
loyalty (Berry, 1995; Dimitriadis and Stevens, 2008) and so forth.
Analysing the “cause and consequence of stakeholder relationships and interactions as a stakeholder causal scope (SCS)” (Shams, 2016b, p. 141) would be instrumental to recognise the diverse scopes and (existing and emergent) extents of stakeholder relationships, based on trust, satisfaction, commitment and other SRM constructs. For example, such relationship building opportunities could be acknowledged in cross-cultural settings, based on an organization’s interactions and learning experience with their stakeholders (e.g. service encounter) to acquire knowledge about the stakeholders, in order to improve their organizational efficacy. From this context, this special issue aims to contribute to this under-researched area of cross-cultural issues in organizational knowledge management to enrich our understanding on how analysing SCS and/or different SRM constructs in a cross-cultural organizational setting would be instrumental to improve organizational efficacy, based on effective cross-cultural stakeholders’ knowledge management.
future research propositions on the role of SCS analysis for cross-cultural OKM and so forth.
Special issue will be published in late 2019 / early 2020.
A special issue workshop will be organised in November 2018 at the Ural Federal University, Russia. Neither participating in this author workshop guarantees acceptance of a paper, nor participating in this workshop is a prerequisite for acceptance a paper for this special issue.
All papers submitted to the European Business Review will undergo a double-blind peer review process. The manuscripts should be structured in line with the guidelines, available at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ebr . Please submit your manuscript through this web link https://mc.manuscriptcentral.com/ebrev , and select this special issue “Cross-cultural Knowledge Management” from the drop-down menu for your submission. Informal inquiries are valued and can be directed to the guest editors.
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