Proceedings of the 8th International Conference on Intellectual ...

Knowledge Management, Cultural Knowledge and
Intercultural Competence
Leonard Barnett and Edward Carter
Bangkok University <strong>International</strong> College, Bangkok, Thailand
lenbarnett@yahoo.com.au
eglcarter@yahoo.com
Abstract: This study explores conceptual and etiological linkages between knowledge management, cultural
knowledge and intercultural competence, drawing on recent research to support <strong>the</strong> investigation. The paper is
positioned <strong>the</strong>oretically among knowledge management, cultural knowledge, intercultural communication,
intercultural competence and intercultural management. The research methodology employs a qualitative
interpretivist approach, using in-depth, semi structured interviews and non-participant observation. Content
analysis and a reiterative multi-step coding technique are applied to <strong>the</strong> data. The data analysis yields seven
major findings, and <strong>the</strong>oretical constructs from intercultural competence and knowledge management are used to
explain <strong>the</strong>se. Analysis uncovers <strong>the</strong> importance <strong>of</strong> a range <strong>of</strong> cultural variables affecting aspects <strong>of</strong> knowledge
management, including knowledge sharing, transfer, innovation and development. The study is significant as <strong>the</strong>
impact <strong>of</strong> cultural factors and <strong>the</strong> requirement for intercultural competence among knowledge management
practitioners has been relatively neglected. This research clearly demonstrates that one size does not fit all and
that considerable intercultural competence is required <strong>of</strong> practitioners. Knowledge management, particularly
knowledge sharing, transfer, development and innovation must account for <strong>the</strong> specific cultural characteristics <strong>of</strong>
<strong>the</strong> countries and regions in which applications are to be deployed. The paper concludes by identifying future
opportunities for study, including cultural assessments and strategies which enable <strong>the</strong> adaptation <strong>of</strong> knowledge
management systems to local populations in an interculturally competent fashion.
Keywords: knowledge management, cultural knowledge, intercultural competence
1. Introduction
This paper explores <strong>the</strong> linkages between knowledge management (KM), cultural knowledge and
intercultural competence. It draws on recent research into intercultural interactions and intercultural
competence in <strong>the</strong> Thai tourism industry and identifies implications for KM, particularly knowledge
transfer, sharing, development and innovation.
The objectives <strong>of</strong> <strong>the</strong> study are to 1) examine <strong>the</strong> relationship between KM, cultural characteristics
and intercultural competence, 2) describe <strong>the</strong> <strong>the</strong>oretical context <strong>of</strong> intercultural competence and KM,
3) identify culturally based obstacles to KM and 4) provide guidance to KM practitioners on
intercultural competence. The particular research questions addressed are:
What are <strong>the</strong> characteristics <strong>of</strong> intercultural competence and intercultural interactions, as
identified by <strong>the</strong> participants in this study?
What cultural factors do <strong>the</strong>se interactions reveal?
How might <strong>the</strong>se factors enhance or impede KM activities, particularly knowledge transfer,
sharing, development and innovation?
What are <strong>the</strong> conceptual and etiological linkages between KM and intercultural competence?
Significant findings, cultural barriers to knowledge transfer and <strong>the</strong> requirement for intercultural
competence are discussed and future research opportunities identified.
2. Theoretical framework
In positioning this research academically, <strong>the</strong> relevant fields include KM, intercultural communication
competence, intercultural competence and intercultural management. As <strong>the</strong> research comes from
<strong>the</strong> tourism and hospitality industry, relevant contributions from that area are also noted.
2.1 Knowledge Management
Globalization has produced unprecedented volumes <strong>of</strong> trade, intercultural interactions and information
flows occurring at astounding velocity. To remain globally competitive, companies must ask: what do
we know? Need to know? Who knows it? How do we get it? (Prusak 2001). As Leonard (1999) notes,
“firms are knowledge as well as financial institutions”. Not only do organizations need access to
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