Japanese corporations: gender differences in re‐defining tacit knowledge

Purpose – This research aims to examine differences in male and female tacit knowledge conversion behaviours in Japan, essentially marrying the studies from knowledge creation and gender‐based management in an Asian context.Design/methodology/approach – Data are collected from a sample of 986 junior, middle and senior level managers in a Japanese firm, of which 14 per cent are women, examining socialisation variables from Nonaka's SECI model.Findings – The study finds that female managers in Japan believe they attach more importance and perceive that they allocate more time to tacit knowledge socialisation variables than do males for all of the variables in question, although they rank the importance of the variables in much the same way.Research implications/implications – The study concludes that Kingston may be correct in his description of a “demographic time bomb” in Japanese society, as women begin to undertake similar management behaviours as men.Practical implications – Women focus on or show a pr...

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