Managing knowledge sharing in China: the case of Siemens ShareNet

Since previous research has mainly focused on “how multinational companies generally practise knowledge management”, this paper seeks to suggest that very little is known of the particularities of knowledge‐sharing and knowledge management practice in the context of a specific country and culture.

It uses an in‐depth case‐research approach focusing specifically on Siemens ShareNet in China. A total of 35 interviews have been conducted with executives, general managers, and line managers within different units at the headquarters as well as in China.

Knowledge management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior. Potential for knowledge sharing in the emerging market of China is higher than one may expect, if the necessary adjustment to the cultural context can be made.

This research paper investigates a single case focusing on Siemens ShareNet in China. Thus, the findings may have limitations in their generalizability. Any future research needs to pay more attention to both “non‐monetary incentives” and “cultural impact” of knowledge sharing, as theses two issues are of particular value while so far largely unexplored.

Knowledge management officers are able to deepen their understanding of motivations and barriers of knowledge sharing especially in the Chinese context. The paper also demonstrates potentials for hands‐on improvements.

This study reveals that knowledge management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior. It also indicates that the potential for knowledge sharing in an emerging market such as China is higher than one may expect.