U.S. Japan China View of Measurable and Largely tacit and Largely tacit and knowledge manageable entity contextual contextual Key assumption Knowledge is Knowledge is Knowledge mostly objective mostly subjective includes both and can be made and socially objective and explicit dependent subjective elements Knowledge Knowledge Everyone creates Senior management roles workers capture, and shares management and codify, and share knowledge as an trusted supervisory knowledge from integral part of staff are experience socialization repositories of knowledge Knowledge Profits are People are Pragmatic (profits management goals paramount and paramount (social and people) result from consensus) improved productivity Communities of Achieving Widespread in Limited by one-way practice acceptance in application; seen in flow of information industry despite both Kaizen (superior to resistance to (internal) and subordinate) and changing work Keiretsu (external) by difficulties in rules, particularly knowledge sharing building trust in in unionized Old short-term Economy contractual Industries relationships. Example U.S. auto industry Toyota encourages Chinese partners develops knowledge sharing share knowledge platform for by its business and look beyond knowledge partners their industries exchange Table 1: Comparative views of knowledge Source: Adapted from Burrows et al, (2005) Lin and Germain (2003) examined the architecture of State-Owned-Enterprises (SOE) in order to study how the use of knowledge on customer and market can improve
U.S. Japan China View of knowledge Measurable and manageable entity Largely tacit and contextual Largely tacit and contextual Key assumption Knowledge is mostly objective and can be made explicit Knowledge is mostly subjective and socially dependent Knowledge includes both objective and subjective elements Knowledge management roles Knowledge workers capture, codify, and share knowledge from experience Everyone creates and shares knowledge as an integral part of socialization Senior management and trusted supervisory staff are repositories of knowledge Knowledge management goals Profits are paramount and result from improved productivity People are paramount (social consensus) Pragmatic (profits and people) Communities of practice Achieving acceptance in industry despite resistance to changing work rules, particularly in unionized Old Economy Industries Widespread in application; seen in both Kaizen (internal) and Keiretsu (external) knowledge sharing Limited by one-way flow of information (superior to subordinate) and by difficulties in building trust in short-term contractual relationships. Example U.S. auto industry develops for knowledge exchange Toyota encourages knowledge sharing by its business partners Chinese partners share knowledge and look beyond their industries Table 1: Comparative views of knowledge Source: Adapted from Burrows et al, (2005) Lin and Germain (2003) examined the architecture of State-Owned-Enterprises (SOE) in order to study how the use of knowledge on customer and market can improve platform