KNOWLEDGE SHARING IN A CROSS-CULTURAL
SETTING: A CASE STUDY
Dr. Yolande Chan
Queen’s University at Kingston
Queen’s KBE Centre for Knowledge-Based Enterprises 2
Knowledge Sharing in a Cross-Cultural Setting: A Case Study
Dianne P. Ford
Yolande E. Chan1
Queen’s School of Business
Queen’s University e-mail: firstname.lastname@example.org
Dianne P. Ford received her B.A. Honours in Psychology (with a focus on developmental and social psychology) and her M.B.A. (with a focus on international business and organizational behaviour) from the University of Saskatchewan, Canada. She is currently a Ph.D. student in Management Information Systems and Organizational Behaviour at
Queen’s School of Business, Queen’s University, Canada. Her research interests are in knowledge management, cross-cultural issues, organizational culture and leadership, trust, and adoption of technology.
Yolande E. Chan is an Associate Professor of Management Information Systems at
Queen’s School of Business, Queen 's University, Canada. She holds a Ph.D. from the
University of Western Ontario in Canada, an M.Phil. in Management Studies from
Oxford University in England, and S.M. and S.B. degrees in Electrical Engineering and
Computer Science from the Massachusetts Institute of Technology in the US. Prior to joining Queen 's, Dr. Chan worked with Andersen Consulting (now Accenture) in
Toronto, Canada as an information systems consultant.
Dr. Chan conducts research on knowledge management and on information technology strategy, alignment and performance. She has published her findings in journals such as
Information Systems Research, MIS Quarterly Executive, Journal of Strategic
Information Systems, Information & Management, and The Academy of Management
1 The authors wish to acknowledge the contributions made to this manuscript by editorial
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