A Cross-Cultural and Institutional Approach
Edited by Kate Hutchings and Kavoos Mohannak
Chapter 11: Conclusion: Towards a Cross-Cultural and Institutional Framework
Kavoos Mohannak and Kate Hutchings The previous chapters presented a broad range of issues in managing knowledge and provided a view of the totality and complexity of the various dimensions of knowledge management (KM), especially from cultural and institutional perspectives. Each author presented a large range of issues on the KM landscape and discussed how cultural and institutional influences impact on KM. Thus, it would be helpful to come up with some general concluding remarks. This chapter draws some conclusions and proposes a framework within which KM can be synthesised from a cultural and institutional perspective. The theme of this book focused on the concept of KM from cultural and institutional perspectives and particularly in developing economies. The reason was that cultural diversity, as evidenced in the case studies, has a definite impact on the work-related values and attitudes of employees and their support and understanding of KM. In this regard, it is possible to postulate that if cultural diversity impacts on the work-related attitudes and values of employees, it will also influence the degree to which employees value knowledge and the manner in which they participate and support KM within the enterprise. Surely, one of the common themes which arose from the case studies is that a manger in a cross-cultural environment must address the cultural diversity of the workforce on KM. It is therefore of the utmost importance that an understanding must be developed of the impact of cultural diversity on workrelated attitudes and values and thus ultimately...
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