The links between knowledge management structures and national culture: A comparative study of apple users in Italy and Brazil

Marcelo Gattermann‐Perin, Alexeis Garcia‐Perez, David Cegarra‐Leiva, Juan Gabriel Cegarra‐Navarro

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)
69 Downloads (Pure)

Abstract

Knowledge management structures (KMs) can be defined as structures whose purpose is to encourage people to build relationships, networks and trust. Global companies like Apple, Inc. have promoted these structures to transform its organisation into a knowledge‐based organisation. This paper identifies the role of national culture on four KMs namely open‐mindedness (OM), counter‐knowledge (CK), environmental innovation (EF) and customer capital (CC). In doing so, this study uses data collected from 354 end users of Apple (161 from Italy and 193 from Brazil). This paper provides evidence that while Apple end users from Brazil are more positively associated with higher levels of OM and CC, Italy users are more positively associated with higher levels of CK and EF. This paper discusses the role of the six dimensions of national culture–power distance, individualism, masculinity, uncertainty avoidance, long‐term orientation and indulgence of a nation that plays a significant role in how they impact the KMs. Hence, this study serves as an important contribution to global companies that are trying to develop their KMs to sustain competitive advantages.
Original languageEnglish
Pages (from-to)446-457
Number of pages12
JournalKnowledge and Process Management
Volume30
Issue number4
Early online date11 Jul 2023
DOIs
Publication statusPublished - 1 Oct 2023

Bibliographical note

This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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