A comparative perspective of knowledge management via social media: India and China. Issue 2 (2nd February 2015)

• Record Type: Journal Article
• Authors: Liu, Michelle; Rao, Pramila; Tuggle, Francis; Chauvel, Daniele
• Is Part Of: Learning organization. Volume 22:Issue 2(2015)
• Publication Date: 2015-02-02
• Subjects: Organizational learning -- Periodicals; Organizational effectiveness -- Periodicals; 658.005
• DOI: 10.1108/TLO-03-2014-0010
• Languages: English
• ISSNs: 0969-6474

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec sec-type="purpose"> <title>Purpose</title> <p>This research paper showcases 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 doing businesses in these nations.</p> </sec> <sec sec-type="design|methodology|approach"> <title>Design/methodology/approach</title> <p>This conceptual paper analyses 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 article has used a wide range of scholarly and non-scholarly data bases from ABI Global Inform to Business Source Complete to Google Scholar among several others. </p> </sec> <sec sec-type="findings"> <title>Findings</title> <p>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 article also offers theoretical models for understanding this concept better. </p> </sec> <sec sec-type="practical implications"> <title>Practical implications</title> <p>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. </p> </sec> <sec sec-type="originality|value"> <title>Originality/value</title> <p>This paper compares and contrasts KM practices in one of the two largest BRIC economies which has 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. </p> </sec> </abstract>