This book investigates knowledge interactions in China's foreign enterprises. It reveals that
cultural differences strongly account for knowledge-related obstacles namely knowledge leakage
and insufficient knowledge sharing. Contrary to conventional wisdom however widespread
cultural arguments such as Confucianism or collectivism hardly apply to Chinese employees'
handling of knowledge. In fact more subtle cultural logics are relevant in daily work which
are connected to the perceived stability of the enterprise itself. But these usually go
unnoticed. Thus rather than being distracted by a national Chinese culture managers can take
real action to solve knowledge conflicts in their particular enterprise.
