The key purpose of the adoption and implementation of knowledge sharing or management has been to develop the organizational competencies. This process primarily involves the effective and efficient management of the business knowledge so that the same can be transformed into significant strategies and help in the attainment of competitive advantages at both national and international level. In today’s era of globalization and modern world, there is no industry left wherein the organizations attempt to reach different corners of the world and make use of the business knowledge of their own and competitors for the strong establishment (Ahlstrom and Nair 2010). However, both the organizational specific and environmental factors are found to be crucial in the enhancement of the competitiveness of a particular organization. There are numerous methods through which the Chinese organizations attempt to conceptualize the process of knowledge management, these primarily include commercialization, integration and dissemination, and acquisition of knowledge (Szulanski 2009).
Many of the practitioners and researchers suggest that the process of knowledge management must undergo certain significant stages for maximal beneficiary of the concerned organization, these stages include the stage of institutionalization, adoption, articulation, and appreciation (Spender 2009). Moreover, as suggested by the Minnesota Innovation Studies, knowledge management is basically the process of emphasizing on the common attributes if innovation process, these attributes or periods include the termination period, the implementation period, the developmental period, and the initiation period (Andrews and Delahaye 2010). These periods are basically the key aspects of each process of knowledge sharing and creation, thus dicing the process into three ley phases, commercialization, dissemination, and acquisition.
With time, the researchers and practitioners have formulated different models for the each phase of the knowledge management process. These include the models of commercialization and adoption, integration or sharing, and acquisition or creation. Following is the detailed description of the issues and the three key stages associated with the process of knowledge management between the organizations of China and western countries (Sohn 2014). Two key factors have been identified in context of the organizational learning theory, including the absorptive capacity and social capital, which are highly significant for the reduction of problems associated with knowledge management process, analysis of transfer issues and knowledge acquisition (Skyrme 2012). Moreover, the significance of organizational design as a supporting mechanism has also been discussed, mainly in the facilitation of knowledge commercialization, dissemination, and acquisition (Aldrich et al. 2014). However, the supporting mechanisms have been common for different instances, the same are highly eminent in the country of China and other countries with emerging economies.