Telework experience, frequency, and knowledge management during COVID-19 in Japan and the United States

Abstract

Purpose

This study investigates the relationship between telework frequency and knowledge management (KM) activity in Japan and the USA. By examining how telework impacts KM activity differently across these two countries, this study aims to provide insights into the design and implementation of effective telework policies tailored to specific cultural contexts.

Design/methodology/approach

Linear and quadratic regression analyses were conducted to explore the relationship between telework frequency and KM activity. Data was collected from samples in Japan and the USA, with respondents categorized based on prior telework experience. Various KM activities such as knowledge acquisition, sharing and application were measured using established scales.

Findings

In Japan, an inverted U-shaped relationship between telework frequency and KM activity was observed, with optimal activity occurring at four days of telework per week. Conversely, the USA demonstrated a linear relationship, indicating sustained KM activity across different telework frequencies. Notably, individuals with prior telework experience showed higher levels of KM activity compared to those without experience.

Originality/value

This study contributes to the understanding of how cultural differences influence the relationship between telework and KM activity, and ultimately learning. By highlighting the nuanced patterns observed in Japan and the USA, it emphasizes the importance of tailored telework policies and support mechanisms for effective KM in diverse cultural contexts. Future research could further explore additional explanatory variables and their impact on telework-related outcomes.