Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, Ramkhamhaeng University (Institute Of International Studies), language: English, abstract: The focus of this paper is on the implementation of corporate entrepreneurship and on the exchange and communication of knowledge in a global context, because it allows a targeted and interactive transfer and development of knowledge as well as the creation of innovations (Eppler & Reinhardt, 2004). After the introduction, the main terms used in this paper will be explained now. This allows the correct usage of terms in order of importance. The concept of entrepreneurship is very extensive and an evolving field of research. The term has several dimensions and therefore a scientifically uniform definition is not possible (Gautam & Verma, 1997). But entrepreneurship has been developed as a generally recognized phenomenon towards economic growth of every country of all over the world. Entrepreneur, according to Schumpeter (1934), “is the innovator who implements change within markets through the carrying out of new combinations” and entrepreneurship “is seen as new combinations including the doing of new things or the doing of things that are already being done in a new way.” Onuoha (2007) defined entrepreneurship as “the practice of starting new organizations or revitalizing mature organizations, particularly new businesses generally in response to identified opportunities.” Both authors only consider the entrepreneur or entrepreneurship and what they represent. But they did not discuss the cause of this behavior. The behavior of entrepreneurship is based on cultures values and that refers on the framework of Hofstede's cultural dimensions. The national culture and also the corporate culture play an important impact on entrepreneurship (Eroglu & Picak 2011).

Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization. In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes. In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented? Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise. In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration. The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.

Seminar paper from the year 2004 in the subject Business economics - Business Management, Corporate Governance, grade: Good, University of East London, 37 entries in the bibliography, language: English, abstract: The Cultural Wall "Recently a large global company set up a sophisticated website for employees in international subsidiaries to share knowledge. It had areas for chat, document storage, and messages from the company's leadership. Everything was clearly segmented so information could be looked up in many different ways. The designers expected people to load many documents onto the site. But even it was interesting, easy to use, and had many features, hardly anyone visited the website. Potential users said that they liked it, but just did not have time for it. The designers felt that they hit the 'cultural wall'." 1.1 The Influence of National Culture on Knowledge Management Today, most organisations are aware that managing their knowledge effectively is the only way to achieve sustainable competitive advantage (Drucker, 2001). Companies not securing systematically knowledge for later usage, risk to reinvent solutions and to incur unnecessary expense to relearn the same lessons (Tiwana, 1999). But in an increasingly global business context, companies not only need to understand the importance of knowledge management but also the importance of (national) cultural differences which influence knowledge management processes. Recognising cultural differences is an important step to anticipating potential threats as well as opportunities. ...]

In today’s world of business, gaining an advantage of competitors is a focal point for organizations and a driving force in the economy. New practices are being studied and implemented constantly by rivaling companies. Many industries have begun putting emphasis on intensive knowledge practices, with the belief that implementing cutting-edge learning practices will fuel research and innovation within the company. Understanding this dynamic method of management is critical for managers and executives who wish to propel the success of their organizations. Knowledge Management, Innovation, and Entrepreneurship in a Changing World is a collection of pioneering research on the methods of gaining organizational advantages based on knowledge innovation and management. While highlighting topics including human-robot teaming, organizational learning, and e-collaboration, this book will explore the sustainable links between knowledge management influences and organizational capability. This book is ideally designed for managers, strategists, economists, policymakers, entrepreneurs, business professionals, researchers, students, and academics seeking research on recent trends in innovative economics and business technologies.

The aim of this volume is to further develop the relationship between culture and manifold phenomena of creativity, innovation and entrepreneurship in order to promote further and better understanding how, why, and when these phenomena are manifested themselves across different cultures. Currently, cross-cultural research is one of the most dynamically and rapidly growing areas. At the same time, creativity, inventiveness, innovation, and entrepreneurship are championed in the literature as the critical element that is vital not just for companies, but also for the development of societies. A sizable body of research demonstrates that cultural differences may foster or inhibit creative, inventive, innovative and entrepreneurial activities; and each culture has its own strengths and weaknesses in these regards. Better understanding of cultural diversity in these phenomena can help to build on strengths and overcome weaknesses. Cross-cultural studies in this field represent a comparatively new class of interdisciplinary research. This is a field where cultural, sociological, psychological, historical, economic, management, technology and business studies closely intersect. In this book, a global team of researchers representing Europe, Asia, and the Americas review, analyze, structure, systematize and discuss various concepts, assumptions, speculations, theories, and empirical research which focus on the effect of national cultures on creativity, invention, innovation, and entrepreneurship. They argue that national culture is not only an extremely important determinant of innovation and business development, but also demonstrate that some aspects relating to these phenomena may be universal among all cultures, thereby identifying those factors that may easily be transferred across cultures from those that are unique to their specific context.

Technology is a key driver behind the effects of contemporary globalization on business and other organizations worldwide. Understanding this phenomena in connection with the impact of cultural variations can help improve business and product life cycles in an era in which corporate capital and liquidity buffers must be increased for unexpected developments in global markets. Cultural and Technological Influences on Global Business is a leading publication in its field emphasizing the importance of deeply exploring the effects of cultures and technologies on the global business sector. This reference source is beneficial for professionals, researchers, and practitioners who wish to broaden their understanding of the direct relationship between culture and technology in the international business realm.

The purpose of this book is to examine the nature of organizational innovation and change by looking at the complex interplay between entrepreneurship, innovation and culture.