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Japanese distribution system is one that varies a lot from Western supply chain. In fact, the entire business process and market in Japan differs from Western way of functioning. Rosendahl, a Danish firm manufacturing watches, vases, porcelain products, cutlery and kitchenware etc., overcame these cultural differences and established a knowledge transfer system useful for its cross country business to business transactions. The strategies used by Rosendahl are discussed.

The global knowledge management efforts of Accenture are examined. It is observed that the organization has not made room for regional and cultural differences. Consequently, it has failed in its efforts with East Asian consultants on knowledge management because it did not give recognition to their knowledge based on local conditions. Accenture's failure in managing cross-cultural challenges has proved that standardized global knowledge management system must be altered as per regional conditions.

The five strategic steps adopted by electronic giant, Siemens for successfully implementing a knowledge-sharing system are discussed. The measures encompass Siemens operations all over the globe. These steps overcome the constraints of organizational and cross-cultural factors in transferring management knowledge.

Here's story of one training experience in a post-Soviet setting, with lessons for teaching new global concepts. Thirteen eager Russian managers sat in the drab surroundings of an old plant [...]

The College of Business and the Center for International Programs at Ball State University of Indiana jointly designed and implemented a cross-cultural business training program for the middle managers of GoldStar Electronics Corp. of Korea. The 12-day program involved a culture component and a business practices component to help the trainees learn how to manage in the US. The four elements of the model are introduction, interpretation, involvement and integration. American firms may consider following the model to help their managers perform more effectively in foreign operations., Probably no topic is more salient to managers today than the internationalization of business practices. Schools of business have developed classes in international business/management and a large number of consultants [...]

A case study of a Chinese company is conducted to analyze the challenges that are faced while evaluating Chinese leaders using the consulting process developed from the Anglo-American theories and practices. The results show that the assessments should be customized according to the traditionalism of the team to obtain better feedbacks.