Proceedings of the 12th European Conference on Knowledge ...

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Knowledge Management Across <strong>the</strong> Globe – An International Survey <strong>of</strong> KM Awareness, Spending, Practices and Performance Aino Kianto 1 , Tatiana Andreeva 2 and Xing Shi 1 1 School <strong>of</strong> Business, Lappeenranta University <strong>of</strong> Technology, Finland 2 Graduate School <strong>of</strong> Management, St. Petersburg State University, Russia aino.kianto@lut.fi andreeva@gsom.pu.ru xing.shi@lut.fi Abstract: Several decades since its uprising, knowledge management (KM) has now filtered companies all across <strong>the</strong> globe. Issues like knowledge economy, intellectual capital, social capital and renewal have become part <strong>of</strong> <strong>the</strong> standard language <strong>of</strong> strategy processes and business magazines. However, even though main ideas <strong>of</strong> KM have spread, <strong>the</strong>re are surprisingly few studies exploring what actually really is done in firms related with KM outside few countries where KM originated. Therefore, we still lack a bigger picture that could reveal to which extent KM is actually applied in various companies, especially operating in various cultural and economic contexts. Also, as KM has spread around <strong>the</strong> world, it would be interesting to know what kind <strong>of</strong> national differences <strong>the</strong>re are in KM practices between firms operating in different countries. This paper aims to address <strong>the</strong> aforementioned gaps. It examines and compares <strong>the</strong> current state <strong>of</strong> KM in 3 very different countries: Finland, Russia and China. The data collected with a web-based survey consists <strong>of</strong> 74 Chinese, 84 Finnish and 64 Russian companies. We analyze <strong>the</strong> data statistically to examine <strong>the</strong> state <strong>of</strong> KM and to explore country differences in KM practices and results. We start by examining general awareness about KM, <strong>the</strong> terminology used for it, as well as resources that companies spend on it. Next, we address a number <strong>of</strong> KM practices that include strategic management <strong>of</strong> knowledge, organizational culture, HRM practices, organizational structure and ICT tools that are aimed to support efficient usage <strong>of</strong> knowledge in organizations. Finally, we discuss perceptions <strong>of</strong> KM outcomes. This paper contributes to <strong>the</strong> deeper understanding <strong>of</strong> KM practice in real organizations functioning in different cultural, social and economic environments and thus is be <strong>of</strong> interest for a wide audience <strong>of</strong> KM experts. Keywords: knowledge management, survey, Finland, China, Russia 1. . Introduction The role <strong>of</strong> knowledge as <strong>the</strong> key productive factor has become one <strong>of</strong> <strong>the</strong> truisms <strong>of</strong> current managerial discourse. The literature contains many normative but ra<strong>the</strong>r abstract prescriptions for knowledge management (KM) as well as anecdotal pieces <strong>of</strong> evidence from world-class leading firms. Some recent surveys, e.g., Canada KM practice survey 2001(Statistics Canada 2002), OECD 2002 Danish KM Survey (OECD 2002), and New Zealand KM practice survey (Gerry et al.2004) demonstrate that <strong>the</strong> usage <strong>of</strong> KM practices grows. However, <strong>the</strong>se surveys still leave some blank spaces. First, <strong>the</strong>y are predominantly based on data from one country. As <strong>the</strong>ir methodologies differ, <strong>the</strong>y do not allow for direct comparison and deeper analysis <strong>of</strong> <strong>the</strong> factors that influence KM practice in <strong>the</strong> particular country. To address this issue, several comparative international surveys have been implemented, e.g. KPMG survey that examined KM in UK, France, Germany and <strong>the</strong> Ne<strong>the</strong>rlands (KMPG 2003) and a survey on law firms in U.S, U.K. and Australia (Curve 2002). Second, all <strong>of</strong> <strong>the</strong> abovementioned surveys are focused on developed countries. Few studies tried to address this gap recently, e.g., Turkish KM survey (Bozbura 2007), Malaysia KM survey (Wong 2008), and a survey on KM in India, Singapore, Indonesia, Taiwan, Korea, Thailand, Malaysia, Vietnam and Philippines .(Serafin and Talisayon 2007). Yet we still know very little about KM practices in developing and emerging economies. Third, most <strong>of</strong> <strong>the</strong>se surveys focused on some particular aspects <strong>of</strong> KM, and did not provide <strong>the</strong> full and comprehensive picture <strong>of</strong> <strong>the</strong> state-<strong>of</strong>-<strong>the</strong>-art KM across various economic and cultural contexts (e.g. Peng et al. 2007). For example, <strong>the</strong> above mentioned survey in Asian Pacific countries (Serafin and Talisayon 2007) focused on examining KM indicators. 514
Aino Kianto, Tatiana Andreeva and Xing Shi To bridge <strong>the</strong>se gaps in <strong>the</strong> literature, our study examines and compares <strong>the</strong> current state <strong>of</strong> KM in three very different countries: Finland, China and Russia. We propose that <strong>the</strong>se three countries are especially informative and interesting for this kind <strong>of</strong> a comparison because <strong>of</strong> several noteworthy differences between <strong>the</strong> national characteristics impacting attitudes and behaviours concerning KM. Finland has been heralded as one <strong>of</strong> <strong>the</strong> forerunners in building a sustainable knowledge-based economy and knowledge society, and has recently been ei<strong>the</strong>r <strong>the</strong> first or at least in <strong>the</strong> top three <strong>of</strong> international competitiveness and educational comparisons. China and Russia are <strong>the</strong> biggest and growing emerging economies and both have recently put innovation to <strong>the</strong> forefront <strong>of</strong> <strong>the</strong>ir national development strategy. Therefore, <strong>the</strong> KM practices become very relevant as <strong>the</strong>y have a potential to support such strategy. The paper is organized as follows. First, we summarize <strong>the</strong> existing literature on KM in 3 countries <strong>of</strong> our focus. We <strong>the</strong>n explain our research methods and present <strong>the</strong> results concerning Finnish, Chinese and Russian companies’ KM awareness, spending on KM, KM practices and perceived benefits <strong>of</strong> KM. We conclude by discussing <strong>the</strong> nature and relevance <strong>of</strong> our findings. 2. KM in China, Finland and Russia: what we know so far 2.1 China China is one <strong>of</strong> <strong>the</strong> fastest developing countries, and has become <strong>the</strong> second largest economy in <strong>the</strong> world (NBS, 2011), however, sustaining this growth is presenting China with quite a challenge (Fulin, 2000). Some experts highlight that in order to do so, China needs to manage efficiently <strong>the</strong> shift towards knowledge economy (Dahlman and Aubert, 2001). Chinese businesses are well-known for <strong>the</strong>ir capabilities for imitation or replication, however, to compete in a long run <strong>the</strong>y will need to develop knowledge creation capabilities as well. Consequently, Chinese policymakers have been implementing a number <strong>of</strong> measures in different sectors aimed at shaping knowledge economy and helping to transform China from a technology market taker to a market maker (Wilson et al., 2005). In this context, evidently, KM has become very relevant for Chinese companies. The term “KM” was formally introduced into China in 1997 (Song, 2003). However, Peng et al (2007) suggested that KM practice in Chinese companies was still at a very early stage before 2005. After 2005, discussions about how to implement KM in <strong>the</strong> Chinese context and critical issues <strong>of</strong> KM in Chinese culture began to draw KM researchers’ attention (Yeh et al, 2006; Chang and Lee, 2007; Lin, 2010). Guanxi, collective thinking and Confucianism are discussed as important cultural factors that shape KM in China. Guanxi is crucial for building trust and <strong>the</strong>refore is claimed to enhance knowledge sharing and knowledge acquisition (Hutchings and Weir 2006; Michailova and Hutchings, 2006). Collective thinking is proposed to influence positively <strong>the</strong> willingness <strong>of</strong> Chinese people to share knowledge, especially when <strong>the</strong>re is a conflict between self and collective interests.. Similarly, Confucian dynamism, with its focus on harmony, is claimed to influence positively knowledge sharing behaviors (Zhang et al, 2006). To summarize, Chinese cultural specifics seem to provide highly supportive context for knowledge management implementation. However, most <strong>of</strong> <strong>the</strong> discussed above papers are conceptual, and limited empirical studies are based on few cases. Therefore, <strong>the</strong> current literature lacks comprehensive and realistic picture <strong>of</strong> what is actually done in terms <strong>of</strong> KM in Chinese organizations. 2.2 Finland The small country that cannot boast <strong>of</strong> enormous natural resources, Finland in 1990s chose to focus on knowledge and innovation. In 1998, <strong>the</strong> Finnish government developed <strong>the</strong> national action plan to develop towards <strong>the</strong> knowledge society (Suurla et al., 2002). After that KM started to play an important role both in government and in business organizations (Dahlman et al, 2001; Jussilainen, 2001; Suurla et al., 2002; Salojarvi et al, 2005). Finnish government pioneered in implementing knowledge management programs in its own organizations (Maija, 2001; Suurla et al., 2002; Markkula, 2006) and a clear knowledge strategy from Finnish government pushed <strong>the</strong> KM implementation in Finnish business organizations. Finnish mass media has demonstrated a high level <strong>of</strong> interest in knowledge management and thus also helped to promote <strong>the</strong> discipline (Lelic, 2002). All <strong>the</strong>se efforts seem to pay <strong>of</strong>f, as Finland nowadays is considered as one <strong>of</strong> <strong>the</strong> most innovative and competitive economies in <strong>the</strong> world (Dahlman et al., 2007; Schienstock, 2004). 515
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov McNamee, R. C., N.
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Table 2: Synthesis
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Strategies for Increasing Knowledge
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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National Knowledge Management Strat
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Network Management as a way to Mana
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Eva Eckenhofer An
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Initiation Configuration Interessem
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The Essence of Kno
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4. Case study and analysis Emmanuel
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Jamal El-Den and Xin Zhou This rese
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Tiit Elenurm development visions. C
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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A proposed Framework for Discoverin
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2.3 Knowledge mapping Mohamad Ali F
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Knowledge Workers: A Typology Frame
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Jiří Franek and Eva Grublova crea
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Jiří Franek and Eva Grublova Know
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Jiří Franek and Eva Grublova memb
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Middle Managers’ Maturity <strong
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Zoltán Gaál et al investigated m
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Charles Gagné et al attributable t
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Adoption of Knowle
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1.1.2 SMEs and KMS Tendayi Gondo an
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Tendayi Gondo and Edmore Kori ambit
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The Chain Value Process and Knowled
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References Manel González-Piñero
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creating new, added, essential qual
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Instance Schema Figure 4: Cyclic tr
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Receive suggestions Compare suggest
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Appendix David Grosse Kathoefer and
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Individual Level Influencers on Tac
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Understanding Personal Knowledge De
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Developing a Knowledge Strategy Usi
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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From Knowledge Acquisition to Knowl
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