Telework and knowledge management: study of Japanese and US workers show differences in impact

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Researchers examined how telework influences knowledge management (KM) activities in two culturally distinct countries. It showed that in Japan, there was an “inverted U-shaped relationship,” where optimal KM activity occurred when employees telework four days a week. But the US exhibited “a linear relationship,” meaning that KM activities remained consistent across various telework frequencies. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.