- We will send in 10–14 business days.
/images/books/13225878/9783658141837.jpg)
- Author: Constanze Wang
- Publisher: Springer vs
- Year: 2016
- Pages: 308
- ISBN-10: 3658141832
- ISBN-13: 9783658141837
- Format: 14.8 x 21 x 1.9 cm, minkšti viršeliai
- Language: English
- SAVE -10% with code: EXTRA
The Subtle Logics of Knowledge Conflicts in China's Foreign Enterprises (e-book) (used book) | bookbook.eu
Reviews
Description
This book investigates knowledge interactions in China's foreign enterprises. It reveals that cultural differences strongly account for knowledge-related obstacles, namely knowledge leakage and insufficient knowledge sharing. Contrary to conventional wisdom, however, widespread cultural arguments such as Confucianism or collectivism hardly apply to Chinese employees' handling of knowledge. In fact, more subtle cultural logics are relevant in daily work, which are connected to the perceived stability of the enterprise itself. But these usually go unnoticed. Thus, rather than being distracted by a national "Chinese culture", managers can take real action to solve knowledge conflicts in their particular enterprise.
EXTRA 10 % discount with code: EXTRA
The promotion ends in 23d.15:06:09
The discount code is valid when purchasing from 10 €. Discounts do not stack.
- Author: Constanze Wang
- Publisher: Springer vs
- Year: 2016
- Pages: 308
- ISBN-10: 3658141832
- ISBN-13: 9783658141837
- Format: 14.8 x 21 x 1.9 cm, minkšti viršeliai
- Language: English English
This book investigates knowledge interactions in China's foreign enterprises. It reveals that cultural differences strongly account for knowledge-related obstacles, namely knowledge leakage and insufficient knowledge sharing. Contrary to conventional wisdom, however, widespread cultural arguments such as Confucianism or collectivism hardly apply to Chinese employees' handling of knowledge. In fact, more subtle cultural logics are relevant in daily work, which are connected to the perceived stability of the enterprise itself. But these usually go unnoticed. Thus, rather than being distracted by a national "Chinese culture", managers can take real action to solve knowledge conflicts in their particular enterprise.
Reviews