Abstract
This exploratory study discusses the way in which knowledge is shared in one of Japan's commercial banks. In particular, it highlights the social factors which act as catalysts in the knowledge-sharing process, and considers the impact of HRM practices and the low level of interaction with outside institutions. It acknowledges the embeddedness of knowledge in social relations by adapting the community model of knowledge sharing. Contrary to the belief that traditional bureaucratic people management practices have a limited ability to support knowledge management, this study reveals an HRM system that is able to strike a balance between those practices and a 'paternalistic adhocracy' approach to sharing knowledge through collaborative task sharing, trust building and personal social networking.
