The Chinese favor informal and implicit forms of communication
In China KM focuses on tacit and contextual knowledge, but knowledge includes both objective and subjective elements.
Reliance on interpersonal contact inhibits codification and restricts information access more than technological factors. This makes explicit knowledge rare and restrains the use of data warehouses, data mining and intranet for diffusion of organizational knowledge.
Culturally status-based hierarchies restricts vertically transfer of knowledge, common in Japan. This restrains the use of Kaizen and Keiretseu’s.
“ The Chinese don’t use manuals and don’t learn from the bottom up. All learning processes have a tendency to come from top down.”
Example:“New product development is typically viewed as an engineering rather than a marketing function”
Knowledge Management in Japan Explicit knowledge (objective) Tacit knowledge (subjective) The Knowledge Space China