Investigating Knowledge Management Factors Affecting Chinese ICT Firms Performance: An Integrated KM Framework

This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. This article sets out to investigate the critical factors of Knowledge Management (KM) which are considered to have an impact on the performance of Chinese information and communication technology (ICT) firms. This study confirms that the cultural environment of an enterprise is central to its success in the context of China. It shows that a collaborated, trusted, and learning environment within ICT firms will have a positive impact on their KM performance. 1. INTRODUCTION Knowledge is one of the strategic tools for enterprises that can lead to sustained increase in profits and competitive advantage (Tsai, 2001). It is not surprising that many researchers have investigated enablers for fostering knowledge (Nonaka, Toyama, & Konno, 2000; Teece, 2000). For instance, knowledge enablers such as information technology, trust, organizational learning, and top management support, when aligned and integrated, can provide a comprehensive foundation to support knowledge management (Alavi, Kayworth, & Leidner, 2005; Michailova & Hutchings, 2006). These knowledge enablers are categorized from social and technical perspectives. However, although the appropriate enablers can enhance a firm's ability to create and share knowledge effectively, it does not insure that the firm is making the best decision of its resources or that it is managing the right knowledge in the right way Knowledge management strategies are necessary for facilitating these enablers; they determine how to utilize knowledge resources and capabilities. In contrast to codification knowledge management strategy