Cultural Issues in Knowledge Management – a Case Study of Unilever Global
Cultural Issues in Knowledge Management – a case study – Unilever Global
2012
Outline I. Abstract II. Keywords III. Introduction IV. Literature Review V. Aim of Research and Research Questions VI. Methodology and Research Sample VII. Practical Applications VIII. References
Abstract
This proposal is presented to examine the cultural factors that influence knowledge management in Unilever global. The intended outcome of the study is a list of factors that Unilever management can use to evaluate their organizational culture, and its ability to help develop and sustain a knowledge management initiative.
Keywords
Knowledge management, cross-cultural management, cultural identity, cultural differences, knowledge worker, multicultural team, organizational culture
Introduction
The notions of globalization, cultural differences and multiculturalism at the workplace have corroborated their significance for the theory of management (Adekola & Sergi, 2007, p.1). Based on the decades-long study of scholars who work in the field of management and the experience of practitioners holding managerial positions in multicultural teams, cultural issues have been recognized as a factor that have appreciable influences on such aspects as a company’s goals and mission (Adekola & Sergi, 2007), organizational culture (Retna & Bryson, 2007; DeLong & Fahey, 2000), leadership (Halverson & Tirmizi, 2008), decision-making and problem-solving (Roembke, 2000). Therefore, it is reasonable to assume that theory and practice of knowledge management also require discussion in the cross-cultural dimension.
The topicality of the abovementioned issue is explained by two powerful processes that take place in the world economy. On the one hand, globalisation is expanding: international cooperation is becoming more and more intensive; a number of international and global projects are growing rapidly. On the other hand, the processes of knowledge generation,
2012
Outline I. Abstract II. Keywords III. Introduction IV. Literature Review V. Aim of Research and Research Questions VI. Methodology and Research Sample VII. Practical Applications VIII. References
Abstract
This proposal is presented to examine the cultural factors that influence knowledge management in Unilever global. The intended outcome of the study is a list of factors that Unilever management can use to evaluate their organizational culture, and its ability to help develop and sustain a knowledge management initiative.
Keywords
Knowledge management, cross-cultural management, cultural identity, cultural differences, knowledge worker, multicultural team, organizational culture
Introduction
The notions of globalization, cultural differences and multiculturalism at the workplace have corroborated their significance for the theory of management (Adekola & Sergi, 2007, p.1). Based on the decades-long study of scholars who work in the field of management and the experience of practitioners holding managerial positions in multicultural teams, cultural issues have been recognized as a factor that have appreciable influences on such aspects as a company’s goals and mission (Adekola & Sergi, 2007), organizational culture (Retna & Bryson, 2007; DeLong & Fahey, 2000), leadership (Halverson & Tirmizi, 2008), decision-making and problem-solving (Roembke, 2000). Therefore, it is reasonable to assume that theory and practice of knowledge management also require discussion in the cross-cultural dimension.
The topicality of the abovementioned issue is explained by two powerful processes that take place in the world economy. On the one hand, globalisation is expanding: international cooperation is becoming more and more intensive; a number of international and global projects are growing rapidly. On the other hand, the processes of knowledge generation,
References: 1. Adekola, A. & Sergi, B. (2007). Global Business Management: A Cross-Cultural Perspective. Burlington, VT: Ashgate. 4. DeLong, D. W., & Beers, M. C. (1998). Successful Knowledge Management. Sloan Management Review, 39(2), 43-57. 6. Halverson, C. B., & Tirmizi, S. A. (2009). Effective Multicultural Teams: Theory and Practice. New York: Springer, 2008. 7 8. Holden, N. (2002). Cross-Cultural Management: A Knowledge Management Perspective. Harlow: Financial Times/Prentice Hall. 9. Jarvenpaa, S. L., & Staples, S. D. (2001). Exploring Perceptions of Organizational Ownership of Information and Expertise. Journal of Management Information Systems, 18(1), 151-183. 11. Leidner, D., Alavi, M., & Kayworth, T. (2006). The Role of Culture in Knowledge Management: A Case Study of Two Global Firms. International Journal of E-Collaboration, 2(1), 17-40. 14. Roembke, L. (2000). Building Credible Multicultural Teams. Pasadena, Calif.: William Carey Library. 15. Unilever, (2011). Managing risk, Det Norske Veritas. (online). Cited 25 January 2012. From: http://www.dnv.com/services/consulting/knowledge_management/meet_our_customers/Unilever.asp