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Foundations of Cross-Cultural Knowledge Management O'Sullivan, S. L. (1999). The Distinction between Stable and Dynamic Cross-Cultural Competen- cies: Implications for Expatriate Trainability. Journal of International Business Studies, 30(4), 709­725. doi:10.1057/palgrave.jibs.8490835 Parker, M. G. (1994). Cross-Functional Teams: Working with Allies, Enemies, and Other Strang- ers. San Francisco: Jossey-Bass. Payne, R. L. (2001). A Three Dimensional Framework for Analyzing and Assessing Culture/ Climate and its Relevance to Cultural Change. In Cooper, C. L., Cartwright, S., & Earley, P. C. (Eds.), The International Handbook of Organiza- tional Culture and Climate (pp. 105­122). West Sussex: John Wiley & Sons. Plessis, M. D. (2006). The Impact of Organi- zational Culture on Knowledge Management. Chandos Publishing. Sanchez (2004). Retrieved April 5, 2009 from load/3512/Tacit-vs-Explicit.pdf Tsai, S. F. (2005). Composite Diversity, Social Capital, and Group Knowledge Sharing: A Case Narration. Knowledge Management Research and Practice, 3, 218­228. doi:10.1057/palgrave. kmrp.8500075 Tsoukas, H. (2005). Complex Knowledge: Stud- ies in Organizational Epistemology. New York: Oxford University Press. Tsoukas, H., & Vladimirou, E. (2005). What Is Organizational Knowledge. In Little, S., & Ray, T. (Eds.), Managing Knowledge: An Essential Reader (2nd ed.). London: Sage Publications. Wiig, K. (2004). People-Focused Knowledge Management: How Effective Decision Making Leads to Corporate Success. Burlington: Elsevier