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The unprecedented escalation in the number of organisations that have decided to
internationalise their operations in the last two decades, and the international
movement of labour that has accompanied such expansion, has meant that
understanding the process of knowledge sharing within subsidiary operations has
become an issue of increasing importance. Where the cultural distance between home
and host nations is great, as it is between Western industrialised economies and the
transition economies of the (former) Communist nations, there is even greater
saliency for achieving effective knowledge sharing if its potential value for gaining
organisational competitive advantage is to be harnessed. In examining knowledge
sharing in Russia and China, this paper specifically addresses how group membership
and personal networking in these countries facilitate and impede knowledge sharing.
Ultimately, the paper provides important insights for Western managers about how to optimise knowledge sharing in their subsidiary operations in Russia and China.
Key Words : Knowledge sharing, group membership, personal networking,
Russia, China, Western Managers |
This work is licensed under a Creative Commons License.
