This research aims to examine differences in male and female tacit knowledge conversion behaviours in Japan, essentially marrying the studies from knowledge creation and gender‐based management in an Asian context.
Data are collected from a sample of 986 junior, middle and senior level managers in a Japanese firm, of which 14 per cent are women, examining socialisation variables from Nonaka's SECI model.
The study finds that female managers in Japan believe they attach more importance and perceive that they allocate more time to tacit knowledge socialisation variables than do males for all of the variables in question, although they rank the importance of the variables in much the same way.
The study concludes that Kingston may be correct in his description of a “demographic time bomb” in Japanese society, as women begin to undertake similar management behaviours as men.
Women focus on or show a preference for using certain types of information while men may focus on or show a preference for using different types of information. As more women move into middle and upper management in Japan, firms that better meet the needs and focus upon opportunities for women will be able to take advantage of the diversity these individuals bring to an organisation.
Because women are so sparse in Japanese management, few studies have examined their preferences and behaviours. This study gives us a window into the future of how women may act as their numbers increase in Japanese organisations.
