Author: Francisco Javier Carrillo
Journal: Journal of Knowledge Management
Year: 2007 Volume: 11 Issue: 5 Page: 3 – 5

Abstract:

Purpose – To introduce the 2007 annual special issue on knowledge-based development (KBD), from the perspective of the institutionalization of KBD as a field of study and practice, followed by an outline of the contents.
Design/methodology/approach – The approach is a discussion of the issues involved.

Findings – The consolidation of KBD and knowledge cities as a distinctive field of R&D, as well as professional practice, becomes apparent when considering structural elements such as affluents, issues, cases, sources, events, organizations and initiatives. This consolidation seems to underlie the progression of contributions through this special issue and prior ones on the same subject.

Originality/value – This special issue may contribute to raise new questions and stimulate further research into knowledge cities, regions and countries.

Article Type: Viewpoint

http://www.emeraldinsight.com/10.1108/13673270710819753

Authors: Sonja A. Sackmann, Martin Friesl
Journal: Journal of Knowledge Management
Year: 2007 Volume: 11 Issue: 6 Page: 142 – 156

Abstract:

Purpose – The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.

Design/methodology/approach – In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.

Findings – The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.

Research limitations/implications – Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.

Practical implications – Based on the paper’s findings, recommendations for project management in situations of cultural complexity are developed.

Originality/value – The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832226

Authors: Sonja A. Sackmann, Martin Friesl
Journal: Journal of Knowledge Management
Year: 2007 Volume: 11 Issue: 6 Page: 142 – 156

Abstract:

Purpose – The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.

Design/methodology/approach – In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.

Findings – The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.

Research limitations/implications – Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.

Practical implications – Based on the paper’s findings, recommendations for project management in situations of cultural complexity are developed.

Originality/value – The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832226