(Group: KMx6- Fatemeh, Skalk, Bee, Lanoi, Max, Roger)
Ang, Z., & Massingham, P. (2007). National culture and the standardization versus adaptation of knowledge management. Journal of Knowledge Management, 11(2), 5-21. doi: 10.1108/13673270710738889
Audience: Academics and Knowledge managers, Knowledge Management Consultants
Theme / Purpose: An examination of the effect of national culture on standardisation versus adoption of knowledge management (KM). Designing a conceptual framework for understanding the process of standardisation versus adoption of knowledge management.
In this article the authors make a compelling argument that Multinational firms face a huge challenge when it comes to knowledge management. The decision to standardise or adopt in an international business is important because it will allow the firm to be able to reduce costs and respond to local demands.
The authors use the knowledge based view of the firms which holds that knowledge resources have value when they are combined with other resources to create new competencies and capabilities leading to competitive advantage. In trying to sustain competitive advantage, the firm needs to understand the relationship between what they are trying to achieve and key business process necessary to give affect of this business strategy and what they need to know to perform well in this area.
The standardisation what the authors are talking about has to do with the way the firm does business and how it competes. The pressure of cost reduction is referred to as standardisation . The pressure to be responsive to the market is the adaption bit. If firms need to do both this is often referred to as a transnational strategy.
Studies have shown that national culture does affect a range of areas in the firm. Marketing, strategy and HR are affected by the national culture. Here the authors look at how national culture influences KM.
A list of factors affecting knowledge creation is given as well as factors affecting knowledge transfer are given.
See below for the model.
