Applicability of the SECI model of knowledge creation in Russian cultural context: theoretical analysis

While the potential influence of national culture on the efficiency of knowledge management interventions has been widely accepted, the question of whether the knowledge management theories are influenced by culture received little attention. This paper aims to address this gap by analyzing SECI model of knowledge creation by Nonaka and Takeuchi in the context of Russian national culture. The model's authors claim of its universal validity, and current criticism against this position is limited and controversial. We maintain that it is partly due to the fact that SECI model in its original format resists empirical verification. Thus we propose a framework for operationalization of the SECI model. We suggest that decomposing SECI model into three levels—basic cognitive processes, societal and organizational conditions, and managerial tools—opens the ways for its empirical and cross-cultural investigation. Applying this framework to Russia, we develop a set of theoretical propositions regarding opportunities and limits of SECI application in Russian cultural context. Finally we discuss theoretical and management implications of our analysis. Copyright © 2010 John Wiley & Sons, Ltd.

[1]  Tatiana A. Soltitskaya,et al.  Tensions between knowledge creation and knowledge sharing: Individual preferences of employees in knowledge-intensive organizations , 2009 .

[2]  T. Andreeva.  Can organizational change be planned and controlled? Evidence from Russian companies , 2008 .

[3]  K. Yu,et al.  The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China , 2008 .

[4]  D. Andriessen.  "Knowledge as Love; How metaphors direct the way we manage knowledge in organizations" , 2007 .

[5]  William R. King,et al.  A research agenda for the relationships between culture and knowledge management , 2007 .

[6]  Florian Kohlbacher,et al.  Knowledge Creation and Transfer in a Cross-Cultural Context—Empirical Evidence from Tyco Flow Control , 2007 .

[7]  Peter Massingham,et al.  National culture and the standardization versus adaptation of knowledge management , 2007, J. Knowl. Manag..

[8]  M. Domsch,et al.  Human Resource Management in Russia , 2007 .

[9]  C. Parkes,et al.  A cross-national comparison of cultural value orientations of Indian, Polish, Russian and American employees , 2006 .

[10]  K. Hutchings,et al.  National Cultural Influences on Knowledge Sharing: A Comparison of China and Russia , 2006 .

[11]  Dorothy E. Leidner,et al.  An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices , 2005, J. Manag. Inf. Syst..

[12]  Wenjie Chen,et al.  THE EFFECTS OF INTERNAL MARKETING AND ORGANIZATIONAL CULTURE ON KNOWLEDGE MANAGEMENT IN THE INFORMATION TECHNOLOGY INDUSTRY , 2005 .

[13]  Ruth C. May,et al.  Transferring management knowledge to Russia: A culturally based approach , 2005 .

[14]  Felix C. Brodbeck,et al.  Cross-border transfer of knowledge: Cultural lessons from Project GLOBE , 2005 .

[15]  K. Hutchings,et al.  Cultural Embeddedness and Contextual Constraints: Knowledge Sharing in Chinese and Arab Cultures , 2005 .

[16]  J. Blenkinsopp,et al.  Changes in Russian managerial values: a test of the convergence hypothesis? , 2005 .

[17]  Zhichang Zhu.  Knowledge management: towards a universal concept or cross-cultural contexts? , 2004 .

[18]  João Pedro Almeida Couto,et al.  National Culture and Research and Development Activities , 2004 .

[19]  Joel Kurtzman,et al.  The Knowledge Economy , 2004 .

[20]  Timothy R. Kayworth,et al.  Organizational Culture as a Knowledge Resource , 2004 .

[21]  Carl F. Fey,et al.  Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia? , 2003, Organ. Sci..

[22]  Kenneth Husted,et al.  Knowledge-Sharing Hostility in Russian Firms , 2003 .

[23]  Stephen Gourlay,et al.  The SECI model of knowledge creation: some empirical shortcomings , 2003 .

[24]  Nigel Holden,et al.  Cross-Cultural Management: A Knowledge Management Perspective , 2002 .

[25]  Giana M. Eckhardt.  Culture's Consequences: Comparing Values, Behaviors, Institutions and Organisations Across Nations , 2002 .

[26]  H. Triandis,et al.  Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework , 2002 .

[27]  M Glisby,et al.  Contextual constraints in knowledge management theory: the cultural embeddedness of Nonaka's knowledge-creating company , 2002 .

[28]  Nigel Holden,et al.  Knowledge management: raising the spectre of the cross-cultural dimension. , 2001 .

[29]  G. Hofstede.  Culture′s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations , 2001 .

[30]  Carla O'Dell,et al.  Overcoming cultural barriers to sharing knowledge , 2001, J. Knowl. Manag..

[31]  Manfred F. R. Kets de Vries,et al.  A journey into the “Wild East”: Leadership style and organizational practices in Russia , 2000 .

[32]  Allan Bird,et al.  Beyond sophisticated stereotyping: Cultural sensemaking in context , 2000 .

[33]  Liam Fahey,et al.  Diagnosing cultural barriers to knowledge management , 2000 .

[34]  I. Nonaka,et al.  Enabling Knowledge Creation , 2000 .

[35]  C. Fey,et al.  Organizational culture in Russia: The secret to success , 1999 .

[36]  Carol Bormann Young,et al.  Lessons from Russian human resource management experience , 1998 .

[37]  Detelin S. Elenkov.  Can American Management Concepts Work in Russia? A Cross-Cultural Comparative Study , 1998 .

[38]  Richard N. Cardozo,et al.  Leadership styles and management practices of russian entrepreneurs: Implications for transferability of western HRD interventions , 1998 .

[39]  Detelin S. Elenkov.  Can American Management Concepts Work in Russia , 1998 .

[40]  David A. Ralston,et al.  The impact of national culture and economic ideology on managerial work values : a study of the United States , Russia , Japan , and China , 2005 .

[41]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[42]  G. Hofstede.  An American in Paris: The Influence of Nationality on Organization Theories , 1996 .

[43]  M. Crossan.  The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation , 1996 .

[44]  John F. Veiga,et al.  Emerging cultural values among Russian managers: What will tomorrow bring? , 1995 .

[45]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[46]  Stanislav V. Shekshnia.  Managing people in Russia: Challenges for foreign investors , 1994 .

[47]  David A. Ralston,et al.  Constraints on Capitalism in Russia: The Managerial Psyche, Social Infrastructure, and Ideology , 1994 .

[48]  Scott Shane,et al.  Cultural influences on national rates of innovation , 1993 .

[49]  N. Adler,et al.  The Parochial Dinosaur: Organizational Science in a Global Context , 1991 .

[50]  E. Schein.  Organizational Culture and Leadership , 1991 .

[51]  G. Hofstede.  Motivation, leadership, and organization: Do American theories apply abroad? , 1980 .

[52]  Raimar Richers.  The theory of economic development , 1961 .

[53]  E. Hall.  The Silent Language , 1959 .

[54]  J. Kennedy,et al.  Culture , Leadership , and Organizations : The GLOBE Study of 62 Societies , 2022 .