The majority of knowledge management (KM) literature is based on, and relates to, western and Japanese business environments and related assumptions. Some, more general KM studies based on Chinese organisations have taken place; however, there is a lack of in-depth work which is grounded in culture. This paper seeks to discuss aspects of KM within Chinese organisations while also exploring the
... [Show full abstract] role of culture and how it affects KM, where the people-to-people relationships are likely to be influenced by the prevailing culture.