| Date post: | 17-May-2015 |
| Category: |
Business |
| Upload: | kmmiddleeast |
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Dr. Zabeda Abdul Hamid
Kulliyyah of Economics and Management Sciences
International Islamic University Malaysia
Content Cultural Dimensions and
implications on Knowledge Sharing
Critical Knowledge
Trust and Socialisation
SMEs and Collaborative networks
Communities of Practice
Organisational Culture
Knowledge Management and IT
Recommendations
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Cultural Dimensions in Asia
Collectivism High Power
Distance Long Term Orientation
Uncertainty Avoidance
Masculinity
Implications on Knowledge Sharing
Increased knowledge sharing among in-group members.
Knowledge sharing as a duty / responsibility – respect of authority.
Knowledge sharing culture for long term gain of organisation.
Share knowledge to reduce risky decisions i.e. Risk adverse decisions.
Still very male-dominated work-culture therefore barrier to sharing knowledge between genders.
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Critical Knowledge
Knowledge Audit
Human Capital Audit
Knowledge Map
Organisational Yellow Pages
Knowledge Bank
Trust
Trust Increases Knowledge Sharing
Distrust Decreases Knowledge Sharing
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Trust Experience
Social interaction
Apprenticeships
Mentors
Shared goals
Leadership
Socialisation
Informal interactions and discussions
Internal socialisation
External socialisation
(e.g. Tata Steel, Reid Associates)
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SMEs Largely family owned
Knowledge retained within family members
Reluctant to share knowledge with outsiders
Flat organisations
Competitive
Potential loss of key personnel
Limited recruitment
(e.g. China, India, Malaysia, Singapore, Vietnam)
Collaborative Networks
Emilia-Romagna
Region (Italy)
SME21 (Singapore)
Biotech Corp (Malaysia)
Silicon Valley (US)
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Communities of Practice
Best Practices (e.g. Reid
Associates)
Safety
Issues
(e.g. Aker Kavæner)
Problem Based
Discussion (e.g. Tata
Steel)
Organisational Culture
Key knowledge officers (e.g. Ernst & Young,
Infosys Technologies)
Knowledge supportive and collaborative
culture
(e.g. Tata Steel, HP, BP)
Organisational Citizenship Behaviour
(e.g. PETRONAS)
Policies & Procedures
(e.g. Serologicals Corporation)
HR Functions
(e.g. British Telecom)
Leadership
(e.g. Astra International, Wipro
Technologies)
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KM and IT Asian countries are some of the world
highest internet users but still low in internet penetration i.e. e-business.
Comprehensive websites (e.g. Sun Hung Kai Properties, Sunway City)
Efficient customer / client service via websites.
Supportive Tools Databases (e.g. Ford Research & Development, Reid Associates)
Intranets (e.g. Buckman Laboratories, Reid Associates)
Extranets (e.g. Federal Express)
Groupware (e.g. HTC, Asian Paints)
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Recommendations Cultural awareness
Knowledge audit
Social Capital
Networking and Collaboration
Communities of Practice
Effective and efficient IT tools and support
Knowledge Enterprise culture
Thank You, Shukran, Terima Kasih
