Organizational Learning in Asia: Issues and Challenges

Addresses important and pressing questions on organizational learning in Asia in both domestic and foreign firms—those that have been forgotten in the mainstream literature or that remain unasked and unanswered.

Three sets of questions are especially salient. First, how can firms operating in, or from, Asia detect, respect, recognize, and honor different cultural stances on suggestion-giving, knowledge sharing, and standardization while also challenging accepted wisdom, avoiding risks and mistakes, and voicing disagreement?

Second, how can such firms facilitate local experimentation and innovation by providing a common knowledge platform in a non-totalitarian manner?

Finally, how can such forums promote reverse knowledge transfer from subsidiary to headquarters and across subsidiaries in different nations by avoiding ethnocentricity, cultivating local talent, and building a group of communities of practice across cultural and status boundaries?

Addresses important and pressing questions about organizational learning in Asia for both domestic and foreign firms

Explores how such firms can facilitate local experimentation and innovation

Promotes ''reverse'' knowledge transfer from subsidiary, to headquarters, and across subsidiaries in different nations