Finally, this study was carried out in five-star hotels in Korea, implying that the
results would show a certain single culture. Before any generalizations are made,
cultural influences must be taken into account (Bock et al., 2005; Chen et al., 2010). For
instance, in a previous study, Yang (2010) investigated the factors that fostered KS in
international tourist hotels. However, his data were limited to Taiwanese case studies.
Norms exist not only in organizational cultures and industrial cultures, but also at the
societal or national level. Each country has its own societal norms. For this reason,
previous findings, including those of other studies conducted in a single country, are
somewhat difficult to replicate elsewhere. For example, as Hofstede (1980) indicated,
the collectivism in the Confucian-based cultural background of Korea, like China and
Japan, would influence a certain different cultural orientation in employees’
organizational behavior. Thus, the results of this research may not be identically
applicable to organizations in other countries. It is therefore necessary to evaluate the
effects of national culture on KS behaviors such as KC and KD, as well as KS outcome
such as organizational performance, in other contexts. In addition, future studies
should examine the impact of national culture and, from there, develop context-specific
knowledge strategies for different cultures. Hence, for further validity, this model can
be applied to samples in different countries or cultures.