A comparative perspective of knowledge management via social media: India and China

Xiang Michelle Liu · Pramila Rao

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Knowledge Management and Sharing Innovation and Knowledge Management E-Learning and Knowledge Management

Abstract

Purpose – This research paper aims to showcase current knowledge management (KM) practices via social media that is being adopted by organizations in India and China. India and China are considered leading economies in today’s global market. Any understanding of management practices in these countries will help practitioners in doing businesses in these nations. Design/methodology/approach – This conceptual paper analyzes KM practices in India and China using an in-depth analysis of the extant literature to provide a comparative perspective of KM policies in these two economies. This paper has used a wide range of scholarly and non-scholarly databases from ABI Global Inform to Business Source Complete to Google Scholar among others. Findings – This research offers valuable insights into characteristic KM trends followed by Indian and Chinese firms. This paper also highlights different approaches adopted by these two cultures in managing their KM practices. The study also provides hypotheses that can be tested by potential scholars. This paper also offers theoretical models to understand this concept better. Practical implications – This paper also provides implications for practice by identifying guidelines for global managers. These frameworks might serve as preliminary parameters for practitioners planning to establish KM practices in India and China. Originality/value – This paper compares and contrasts KM practices in one of the two largest BRIC (Brazil, Russia, India and China) economies which have not been addressed in the literature before. It also combines two theoretical frameworks from different fields (information technology and human resource management) providing a richer viewpoint on the subject.

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References

2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 1994A Dynamic Theory of Organizational Knowledge Creation 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1997The Tacit Dimension 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 2000Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations 1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development

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