Case studies on knowledge sharing across cultural boundaries

Purpose

The aim of this paper is investigate using case studies, how knowledge is shared across cultural barriers in the context of construction projects executed as international joint ventures. The paper focused on the socio‐technical perspective to develop a clear understanding of how knowledge is shared.

Design/methodology/approach

The research adopted the case study approach to collect its data. Data was collected through face‐to‐face interviews with key people on four construction projects executed as joint ventures in Singapore.

Findings

The case studies showed weaknesses on all levels of the adopted knowledge‐sharing model. The main reason seems to be the lack of clear commitment and intent to create an environment that is conducive to knowledge sharing. Another major barrier to effective knowledge sharing was the incompatibility between the foreign and local cultures.

Research limitations/implications

The generalisation of the findings may be limited due to the impact of differing national cultures on knowledge sharing and the fact that in three out of four case studies the foreign firm was Japanese in partnership with a local Singaporean firm.

Practical implications

Firms involved in international joint ventures who aim to share knowledge with a foreign partner can use the findings of this research to create opportunities to achieving their aim.

Originality/value

The research adapted a research model and provided a research method that can aid researchers examine knowledge management and knowledge sharing in construction projects. The paper provides construction firms with a framework for action to enhance their knowledge sharing.