Cross-Cultural Perspectives on Knowledge Management

DAVID J. PAULEEN is a Senior Lecturer of Information Management at Victoria University of Wellington. He has done extensive research in the areas of virtual team leadership and collaboration, cross-cultural communication and management, and knowledge management. He is currently involved in research on the relationship between information and communication technologies and emerging work behaviors. His work has appeared in a number of journals including Sloan Management Review, the Journal of Management Information Systems, and the Journal of Global Information Management. He is the editor of the book, Virtual Teams: Projects, Protocols and Processes (2004).

• Table of Contents List of Tables Foreword Introduction Acknowledgements Section 1: Conceptual Approaches to Culture and Knowledge Management Chapter 1: The Relationship between National and Organizational Culture and Leadership in Knowledge Management Chapter 2: Culture: An Overlooked Key to Unlocking Organizational Knowledge Chapter 3: The Art of Systems: The Cognitive-Aesthetic Culture of Portal Cities and the Development of Meta-Cultural Advanced Knowledge Economies Section 2: Effects of Culture on Key Aspects of Knowledge Management Chapter 4: Cultural Stretch: Knowledge Transfer and Disconcerting Resistance to Absorption and Application Chapter 5: From Concept to Context: Towards Social-Cultural Awareness and Responsibility in the Organization of Knowledge Chapter 6: Managing Innovative Knowledge: Cultural Perspectives on Patenting Chapter 7: The Influence of National Culture on Knowledge Management in Virtual Teams Chapter 8: People's Twist: The Cultural Standard of 'Loyalty' and Performance in Former 'Socialist Economies' Section 3: Research and Cases on Culture and Knowledge Management Chapter 9: Institutional and Cultural Influences on Knowledge Sharing in Russia and China Chapter 10: Asian Organizations Meet North American Management Theory: The Case of Singapore and Senge

"Researchers and practitioners in economics, business, and other fields address issues that arise with the recognition that knowledge management is a culturally contingent activity, and that organizations in various parts of the world adopt knowledge management mechanisms that prevail in other institutions in their culture. Case studies come from post-socialist countries, Asia, and South America." - Reference & Research Book News