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July 2003, Volume 1, Number 1, Pages 11-27
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| Article |
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| Knowledge sharing in a multi-cultural setting: a case study |
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| Dianne P Ford1 and Yolande E Chan1 |
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1Queen's School of Business, Queen's University, Kingston, ON, Canada K7L 3N6
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Correspondence to: Dianne Ford, Queen's School of Business, Room 401, Goodes Hall, Queen's University, Kingston, ON, Canada K7L 3N6. Tel: +1 613 533 6000 ext. 78156; Fax: +1 613 533 2622; E-mail: dford@business.queensu.ca |
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| Abstract |
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Organizational culture has been shown to influence the success of knowledge management practices. Hofstede's theory specifies that organizational culture is not independent of national culture. A case study of an international subsidiary was conducted to explore the extent to which knowledge sharing is dependent on national culture. Results indicate that language differences can create knowledge blocks, and cross-cultural differences can explain the direction of knowledge flows.
Knowledge Management Research & Practice (2003) 1, 11-27. doi:10.1057/palgrave.kmrp.8499999 |
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| Keywords |
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knowledge sharing; knowledge blocks; knowledge management; cross-cultural differences; case study |
| Received 29 November 2002; revised 21 February 2003; accepted 7 March 2003 |
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