KM ในวัฒนธรรมเอเชีย : 1. มีวิธีเอาชนะวัฒนธรรมเกรงอาวุโสอย่างไร

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Japan is considered to be the pioneer of KM in Asia. The Knowledge Management

Society of Japan was established in 1998 and companies like IBM Japan, Ezai

pharmaceutical companies began to adopt KM into their corporate practice. Nowadays,

an increasing number of the Japanese companies are applying knowledge management

into their daily operations, recognizing the value of talents of their employees in

this competitive global economy.


  Most of the Asian countries which had adopted KM in late 90’s are giving special

focus on the cultural aspects of knowledge management since people involvement is

the pre-requisite for any KM success. Creating awareness and understanding of KM

are top agendas in countries like Japan, Singapore, Hong Kong and India as to

balance between people, systems, processes, technologies and measurement of KM



  Generally speaking, most of KM models are formulated in the context of a

Western-centric framework in which freedom of expression and individualism are

both accepted social norms. By contrast, the same does not necessarily hold true

in many local Malaysian corporations. Indeed, right across the developing world,

many corporations large or important enough to implement KM are probably still

state-owned or have only recently been privatized. Consequently, many inherit a

corporate culture that can sometimes still resemble a civil service in many ways,

values such as deference of authority, seniority and hierarchy may still define

social interactions.


  These values can potentially seriously inhibit the sort of exchange of ideas and

information a KM strategy is designed to achieve. Employees will always be

conscious of the appropriateness of their contributions; superiors on the other

hand would be cautious to ensure that their comments do not reveal their lack of

familiarity of the subject. The result is a very sterilized; and possibility

superficial exchange that betrays the whole idea of knowledge-sharing. Faced with

such a situation, unsuspecting managements could easily fall into the trap of

attempting to implement standard; approaches of KM without paying sufficient

regard to the social aspect of their organizations; only to meet a lack of

success, see millions of dollars wasted and contribute to demoralized cynical



  So, do you think, there is a need to develop customized KM models for Asian

corporates based on the Asian values?



Naguib Chowdhury 
[email protected]

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