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A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States
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Author(s): Ronald D. Camp II (University of Regina, Canada), Leo-Paul Dana (University of Canterbury, New Zealand), Len Korot (Institute for Global Management, USA)and George Tovstiga (Arthur D. Little Ltd., Switzerland)
Copyright: 2008
Pages: 19
Source title:
Strategic Knowledge Management in Multinational Organizations
Source Author(s)/Editor(s): Kevin O'Sullivan (New York Institute of Technology, USA)
DOI: 10.4018/978-1-59904-630-3.ch021
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Abstract
The purpose of this chapter is to explore organizational knowledge-based practices. A distinguishing feature of the successful post-Network Age enterprise is its intrinsic entrepreneurial character that manifests itself in key organizational knowledge practices relating to organizational culture, processes, content and infrastructure. The chapter reports on the outcome of field research in which entrepreneurial firms in four geographic regions were analyzed with the help of a diagnostic research tool specifically developed for profiling organizational knowledge-based practices. The diagnostic tool was applied in firms located in Silicon Valley in the USA, Singapore, The Netherlands and Israel. Key practices that were found to be common to leading-edge firms in all regions included: a propensity for experimentation, collective knowledge sharing, and collective decision-making. The chapter describes the research in terms of a cross-cultural comparison of the four regions, derives key determinants of competitiveness, and profiles regional characteristics that enhance innovation and entrepreneurship.
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