Towards a cultural ontology for interorganizational knowledge processes

The explication of national-specific and organizational-specific value systems of the firms involved in interorganizational knowledge management processes is the necessary condition for their success. The term cultural ontology is introduced to refer to such explication. Based on an inter-organizational knowledge-manipulating process model and on framework for studying the cultural influences on knowledge transfer process, the elements of cultural ontology are specified. The cultural ontology specification document includes its domain, purpose, level of formality, scope, possible sources of knowledge, competency questions and the possible reusable ontologies.

[1]  Henk Sol,et al.  Proceedings of the 54th Hawaii International Conference on System Sciences , 1997, HICSS 2015.

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

[3]  A. Roger,et al.  Cultural Context and Social Effectiveness in International Joint Ventures 1 , 1994 .

[4]  Mary Anne Devanna,et al.  Strategic Human Resource Management , 1984 .

[5]  Eberhard Schnebel Values in Decision-Making Processes: Systematic Structures of J. Habermas and N. Luhmann for the Appreciation of Responsibility in Leadership , 2000 .

[6]  J. Brown,et al.  Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing , 1999, STUDI ORGANIZZATIVI.

[7]  Michael Uschold,et al.  Ontologies: principles, methods and applications , 1996, The Knowledge Engineering Review.

[8]  G. Hofstede,et al.  Culture′s Consequences: International Differences in Work-Related Values , 1980 .

[9]  Thomas R. Gruber,et al.  Toward principles for the design of ontologies used for knowledge sharing? , 1995, Int. J. Hum. Comput. Stud..

[10]  Mary E. Zellmer-Bruhn,et al.  Metaphors and Meaning: An Intercultural Analysis of the Concept of Teamwork , 2001 .

[11]  Jennifer A. Chatman,et al.  Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different can You Be? , 1994 .

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

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

[14]  Gert-Jan de Vreede,et al.  Harnessing Intellectual Resources in a Collaborative Context to Create Value , 2002 .

[15]  El-Sayed Abou-Zeid,et al.  An Ontology-Based Approach to Inter-organizational Knowledge Transfer , 2002 .

[16]  M. Rokeach,et al.  The Nature Of Human Values , 1974 .

[17]  Joanne Roberts From Know-how to Show-how? Questioning the Role of Information and Communication Technologies in Knowledge Transfer , 2000 .

[18]  E. Schein Three Cultures of Management: The Key to Organizational Learning , 1996 .

[19]  Ben L. Kedia,et al.  Cultural Constraints on Transfer of Technology Across Nations: Implications for Research in International and Comparative Management , 1988 .

[20]  Anil Gupta,et al.  Knowledge Management’s Social Dimension: Lessons from Nucor Steel , 2000 .

[21]  Michael Gruninger,et al.  Methodology for the Design and Evaluation of Ontologies , 1995, IJCAI 1995.

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

[23]  R. Grant,et al.  A KNOWLEDGE-BASED THEORY OF INTER-FIRM COLLABORATION. , 1995 .

[24]  El-Sayed Abou-Zeid,et al.  A knowledge management reference model , 2002, J. Knowl. Manag..

[25]  Martin L. King,et al.  Towards a Methodology for Building Ontologies , 1995 .

[26]  Karamjit S. Gill,et al.  Knowledge Networking in Cross Cultural Settings , 2000 .

[27]  Anil K. Gupta,et al.  Knowledge flows within multinational corporations , 2000 .

[28]  Gilbert Probst,et al.  Managing Knowledge: Building Blocks for Success , 1999 .

[29]  Peter J. Lane,et al.  Relative absorptive capacity and interorganizational learning , 1998 .

[30]  S. Schneider National vs. corporate culture: Implications for human resource management , 1988 .

[31]  L. Howard,et al.  VALIDATING THE COMPETING VALUES MODEL AS A REPRESENTATION OF ORGANIZATIONAL CULTURES , 1998 .

[32]  Michael H. Zack,et al.  Managing Codified Knowledge , 1999 .

[33]  Kishore Sengupta,et al.  Integrated Analysis and Design of Knowledge Systems and Processes , 2000, Inf. Resour. Manag. J..

[34]  D. Eleanor Westney,et al.  Multinational enterprises and cross-border knowledge creation , 1997 .

[35]  Asunción Gómez-Pérez,et al.  Building a chemical ontology using Methontology and the Ontology Design Environment , 1999, IEEE Intell. Syst..

[36]  Alice Lam Embedded Firms, Embedded Knowledge: Problems of Collaboration and Knowledge Transfer in Global Cooperative Ventures , 1997 .

[37]  K. D. Joshi,et al.  Knowledge manipulation activities: results of a Delphi study , 2002, Inf. Manag..

[38]  Chun Wei Choo,et al.  The Strategic Management of Intellectual Capital and Organizational Knowledge , 2002 .

[39]  G. Hofstede,et al.  Cultures and Organizations: Software of the Mind , 1991 .