This volume explores the notion of cross-cultural knowledge management, which looms ever larger in multicultural organizations in the era of globalization. It draws on a variety of disciplines to show how we can make knowledge dissemination more efficient.

Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization. In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes.

In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people's responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented?

Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise. In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration. The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.

Examines how culture affects both managers and decision-makers in situations involving the cross-cultural transfer of knowledge, value, and experiences Demonstrates the ways culture can impact the implantation of cooperative strategies Takes from a variety of fields to open the discussion about issues regarding the influence of cultural differences and diversity in the management of organizations Includes supplementary material: sn.pub/extras

Inhalt
Cross Cultural Knowledge Management: Definition, Nature, and Significance Professional identities and organisational evolution: paradoxes of new individualism Culture, personality and patterns of behavior in multicultural teams The different aspects and the development of intercultural competence Inter-/cross-cultural issues in international business Global shifts in values and norms National differences in knowledge management Managing cultural diversity Improving cultural fit Reflections on the dynamics of the field and challenges for the future