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KFS (KM) in China:
Table of Contents

Introduction
Research question
Methodology
Terminology
1 Information and Knowledge
2 Knowledge Focus Strategy
3 KFS and Culture
4 KFS and Chinese Culture
5 Two Business Cases
  5.1 US-Chinese internet start-up
    5.1.1 History of the company
    5.1.2 Relationship vs. task orientation
    5.1.3 Creating common grounds
    5.1.4 Chinese vs. Western design practices
    5.1.5 Training the new employee
    5.1.6 Guanxi
    5.1.7 The future
  5.2 US multinational company
    5.2.1 History
    5.2.2 Initial challenges
    5.2.3 Focusing on people first
    5.2.4 Improving IT infrastructure
    5.2.5 Follow up
6 Conclusions
Bibliography
Appendix
I The Gettier Counterexamples
II Different knowledge definitions
III Can knowledge be managed?
IV Taxonomies
V IT-Track's response to knowledge conversion
VI Email Interview with Sabrina Lee
VII Instant Messaging interview with Li Chen
VIII Telephone interview with Daniel Miller
IX Personal interview with Peter Smith
X Personal interview with John Tennet
XII Telephone interview with Sridhar Vedala
XIII Personal interview with Yan Shen
XIV Information Management Proposal
5. Two Business Cases

To further demonstrate these findings, two business cases will follow the cultural analysis. The first case describes a joint US-Chinese design start-up company. It shows examples of culture influencing work at the execution level of a very small enterprise. The second case describes the experiences of a senior manager who took over the position of a general manger at a China division of a multinational US company. This case therefore deals more with culture influencing the knowledge work at the highest level of a large company.

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