Content area
Full Text
Introduction
Knowledge management (KM) plays a pivotal role in the success of modern organizations in today’s highly competitive environment (Jiménez-Jiménez et al., 2014). KM has also been extensively studied by scholars via different perspectives in the context of the USA, Japan, and other developed countries (Huang et al., 2014; Wasko and Faraj, 2005; Krylova et al., 2016). In recent years, increasing attention has been paid to KM research in China, which parallels China’s increasing importance to the global economy (Davison et al., 2013). Previous studies focused on factors that could influence knowledge sharing in China using social exchange theory (Huang et al., 2008). For example, Wang et al. (2014b) combined multiple theories (i.e. accountability theory, person–situation interactionist perspective and Big Five personality theory) to investigate how accountability-inducing management practices and individual personality influence employee knowledge sharing when using a KM system. However, such empirical studies are commonly rooted in Western theories and assumptions rather than indigenous Chinese theory (Davison et al., 2013).
Similarly, firms attempt to apply Western theories to support and guide their KM practices in China. However, Chinese companies, including those that conducted KM practice early, such as Haier, Baosteel, ZTE and Huawei, only took a small step forward. With the exception of these local enterprises, foreign businesses that operate in China also face difficulties in aligning these KM practices with the value orientations of Chinese employees (Farh et al., 2007), even when such practices are efficient in their respective nations. These circumstances may be attributed to China’s unique indigenous cultural background, including unique institutional rules, social norms and values (Burrows et al., 2005; Tsui et al., 2009). Therefore, the importance of traditional Chinese culture was examined. National culture is considered the most important moderator (Triandis, 1993). However, Chinese culture as a moderator has received little attention in existing literature.
Guanxi and face are representatives of indigenous concepts in Chinese culture; both of these concepts are embedded in every aspect of Chinese social life (Buckley et al., 2006). The unique role of guanxi and face in China’s business life was also cited (Ou et al., 2014; Wang, 2007; Buckley et al., 2006). Guanxi literally means a type of interpersonal relationship leveraged...