Description
Organizational Learning in Asia: Issues and Challenges addresses important and pressing questions on organizational learning in Asia in both domestic and foreign firms—those that have been forgotten in the mainstream literature or that remain unasked and unanswered.
Three sets of questions are especially salient. First, how can firms operating in, or from, Asia detect, respect, recognize, and honor different cultural stances on suggestion-giving, knowledge sharing, and standardization while also challenging accepted wisdom, avoiding risks and mistakes, and voicing disagreement?
Second, how can such firms facilitate local experimentation and innovation by providing a common knowledge platform in a non-totalitarian manner? Finally, how can such forums promote ‘reverse’ knowledge transfer from subsidiary to headquarters and across subsidiaries in different nations by avoiding ethnocentricity, cultivating local talent, and building a group of 'communities of practice' across cultural and status boundaries?
- Addresses important and pressing questions about organizational learning in Asia for both domestic and foreign firms
- Explores how such firms can facilitate local experimentation and innovation
- Promotes ‘reverse’ knowledge transfer from subsidiary, to headquarters, and across subsidiaries in different nations
Chapter
I. Introduction and Background
1 Introduction: Organizational Learning in Context, Not Isolation
Debates on Organizational Learning: Context-Free or Context-Specific?
Asia as a Research Context
Overview of Contributions to this Volume
2 Organizational Learning in the Context of Institutional Voids: Government Interventionism and Business Networks in Asia
Government Intervention through Regulation
Government Intervention through Subsidies/Taxes
Chinese Business Networks: Guanxi
Japanese Corporate Business Networks: Keiretsu
Value Chain Supply Networks
Original Equipment Manufacturing
Research and development Alliances
Summary and Implications for Organizational Learning
II. Learning At Individual And Team Levels
3 Lose it to Gain it! Unlearning by Individuals and Relearning as a Team
Significance of the Study
An Overview of the Intervention
A Framework for Knowledge Sharing and Experimentation
Knowledge Operating in ‘ba’ and ‘holding space’
Knowledge Sharing and Experimentation
Individual Unlearning, Wicked Problems, and Team Learning
Knowledge Sharing as a ‘holding’ Space to ‘pause and think’
Problems as Cross-Boundary Objects
Conceptual Unlearning through Positive and Negative Feedback
Experimentation through ‘test and act’ Process
Problem Context and Action Design
Practical Unlearning through Action and Inaction
Relearning the Knowledge ‘space’ for Team Learning
Creating the ‘holding’ Space
Embracing ‘wicked’ Problems
Redefining ‘rules’ of Interaction
Redirecting the Trajectory of Learning and Participation
Ensuring Motivation and Continuity of Learning
Appendix: Interview Questions
4 Knowledge Management Strategies, Imitation, and Innovation: An Empirical Study of Vietnamese Firms
Background Information about Vietnamese Firms
Vietnam as a Research Context
Overview of the Vietnamese Business Sector
Overview of Vietnamese Firms’ Knowledge Management and Innovation
Literature Review and Theoretical Framework
Studies on the Knowledge Management and Innovation of Firms in Emerging Economies
Theory of Knowledge Creation
Knowledge Management Strategy
Moderating Effect of Imitation
Knowledge-management strategies
Testing the Reliability of the Measures
Discussion and Conclusions
Appendix: Measurement Scales
III. Learning At Organizational & Inter-Organizational Levels
5 An Entrepreneurial Perspective on Developed Economy Firms’ Learning from Asia
The Context of International Business Competition
The Individual Person at the Nexus of Managing Knowledge and Opportunism
Entrepreneurs and Market Imperfections Prefigure the Multinational
Processes, Principles, and Logic of Entrepreneurial Expertise
Developing Advantages through Learning—An Integrative Perspective
A Sample of ‘reverse’ Knowledge Transfers
Proctor & Gamble (P&G) in India
6 How Chinese Exporters Acquire Learning Capability: Empirical Evidence from an Emerging Economy
Literature Review and Conceptual Model
Internationalization and Export-Market Learning
Impacts of Export Intensity and Diversity on Export-Market Learning
Impact of Commitment to Learning on Market Learning
Impact of Learning Mechanisms and Market Learning
Impact of Market Learning on Export Performance
Discussion and conclusion
Limitations and Future Research Directions
7 Public–Private Partnerships in Chinese Hospitals and Knowledge Transfer
The Concept of Public–Private Partnerships
Public–Private Partnerships in China
Knowledge Transfer within Public–Private Partnerships
The Fieldwork: Case Site Selection and Approach to Analysis
University of Hong Kong-Shenzhen Hospital
Shantou Chaonan Minsheng Hospital
Jiexi Hospital of Traditional Chinese Medicine
A Comparison of Chinese Hospital Public–Private Partnership Knowledge Transfer Mechanisms
8 A Contextual Perspective on Organizational Learning
Is Organizational Learning A Universal Theory?
The Need for Researchers to Conduct Applicability Examinations
Contextual Differences Matter
Previous Studies are of Questionable Relevance
Organizational Actors May Jump onto the Bandwagon Instead of Reflect
Researchers are Less Biased than Other Organizational Actors
Applicability Examination and Construction of Customized Models
Guidelines for Examining the Applicability of Organizational Learning for Organizations in Any Type of Context
Sculpting Contextualized Versions of Organizational Learning
9 Conclusion: Challenges for Organizational Learning—Institutional Contexts, Cross-Border Knowledge and Context
Directions for Future Research
Organizational Learning in Asia
：Issues and Challenges
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