This document discusses cultural dimensions and their implications for knowledge sharing in Asia. It explores how factors like collectivism, power distance, and masculinity influence willingness to share knowledge. Additionally, it examines how building trust through social interaction and shared goals can increase knowledge sharing. Finally, it provides recommendations for effective knowledge management, including conducting knowledge audits, creating communities of practice, and establishing a culture that supports networking, collaboration, and knowledge dissemination through information technology tools.

1. Dr. Zabeda Abdul Hamid
Kulliyyah of Economics and
Management Sciences
International Islamic University
Malaysia
Content
 Cultural Dimensions and
implications on Knowledge
Sharing
 Critical Knowledge
 Trust and Socialisation
 SMEs and Collaborative
networks
 Communities of Practice
 Organisational Culture
 Knowledge Management and IT
 Recommendations
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2. Cultural Dimensions in Asia
High Power Long Term
Collectivism
Distance Orientation
Uncertainty
Masculinity
Avoidance
Implications on Knowledge Sharing
 Increased knowledge sharing among in-group
members.
 Knowledge sharing as a duty / responsibility – respect
of authority.
 Knowledge sharing culture for long term gain of
organisation.
 Share knowledge to reduce risky decisions i.e. Risk
adverse decisions.
 Still very male-dominated work-culture therefore
barrier to sharing knowledge between genders.
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3. Critical Knowledge
Knowledge Audit
Human Capital Audit
Knowledge Map
Organisational Yellow Pages
Knowledge Bank
Trust
Trust Increases
Knowledge
Sharing
Distrust
Decreases
Knowledge
Sharing
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4. Trust
 Experience
 Social interaction
 Apprenticeships
 Mentors
 Shared goals
 Leadership
Socialisation
Informal interactions and discussions
Internal socialisation
External socialisation
(e.g. Tata Steel, Reid Associates)
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5. SMEs
 Largely family owned
 Knowledge retained within family members
 Reluctant to share knowledge with outsiders
 Flat organisations
 Competitive
 Potential loss of key personnel
 Limited recruitment
 (e.g. China, India, Malaysia, Singapore, Vietnam)
Collaborative Networks
Emilia-
SME21
Romagna
(Singapore)
Region (Italy)
Biotech Corp Silicon Valley
(Malaysia) (US)
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6. Best
Practices
(e.g. Reid
Associates)
Safety
Communities Issues
of Practice (e.g. Aker
Kavæner)
Problem
Based
Discussion
(e.g. Tata
Steel)
Organisational Culture
Knowledge supportive
Key knowledge officers and collaborative Organisational
(e.g. Ernst & Young, culture Citizenship Behaviour
Infosys Technologies) (e.g. PETRONAS)
(e.g. Tata Steel, HP, BP)
Leadership
Policies & Procedures
HR Functions (e.g. Astra
(e.g. Serologicals
(e.g. British Telecom) International, Wipro
Corporation)
Technologies)
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7. KM and IT
 Asian countries are some of the world
highest internet users but still low in
internet penetration i.e. e-business.
 Comprehensive websites (e.g. Sun Hung
Kai Properties, Sunway City)
 Efficient customer / client service via
websites.
Supportive Tools
Databases (e.g. Ford Research &
Development, Reid Associates)
Intranets (e.g. Buckman
Laboratories, Reid Associates)
Extranets (e.g. Federal Express)
Groupware (e.g. HTC, Asian
Paints)
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8. Recommendations
Cultural awareness
Knowledge audit
Social Capital
Networking and Collaboration
Communities of Practice
Effective and efficient IT tools and support
Knowledge Enterprise culture
Thank You, Shukran, Terima Kasih
zabeda@iium.edu.my
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