Interpersonal similarity as a driver of knowledge sharing within multinational corporations

2007 ◽  
Vol 16 (1) ◽  
pp. 1-22 ◽  
Author(s):  
Kristiina Makela ◽  
Hanna K. Kalla ◽  
Rebecca Piekkari
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Interpersonal Similarity

Virtual Communities of Practice

2009 ◽  
pp. 339-355 ◽  
Author(s):  
Jens Gammelgaard
Keyword(s):  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Virtual Communities ◽  
Virtual Community ◽  
Virtual Communication ◽  
Physical Proximity ◽  
Geographically Dispersed ◽  
Knowledge Transfers ◽  
Virtual Communities Of Practice

In geographically dispersed organizations, like multinational corporations (MNCs), contextual gaps exist between senders and receivers of knowledge. Employee socialization resulting from physical proximity facilitates contextualization of the transferred knowledge. However, in MNCs most knowledge transfers take place through virtual communication media. We investigate the phenomenon of virtual communities of practice, and propose them to be efficient for individual’s knowledge retrieval as participation in such communities reduces the contextual gaps between senders and receivers of knowledge. However, the organization must provide a knowledge-sharing friendly culture, and an institutional protectionism, in order to establish the required level of swift trust within the virtual community.

scholarly journals Analysing the Viability of Business Networks in Multinational Organisations: A Case Study of the Aerospace and Defence Industry

2014 ◽  
Vol 13 (03) ◽  
pp. 1450023
Author(s):  
John Israilidis ◽  
Louise Cooke ◽  
Russell Lock
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Knowledge Exchange ◽  
Business Networks ◽  
Qualitative Research Methodology ◽  
Robust Network ◽  
And Performance ◽  
Collaborative Knowledge ◽  
Formal Business

This paper outlines ways of increasing the productivity and performance of organisational networks within multinational corporations. It explores their heterogeneous knowledge structures, while analysing their strengths and weaknesses. The research examines the collaborative knowledge networks of one of the largest multinational defence and aerospace organisations in the world and adopts an interpretivist philosophy, using a qualitative research methodology. This study argues that, both informal and formal business networks should be supported by management to enhance knowledge sharing between different groups within multinational organisations. It also argues that, knowledge sharing policies should be reviewed on an on-going basis in order to create a robust network of networks while acknowledging the importance of smaller and more isolated knowledge exchange communities.

Intra-organizational communication and its consequences

2019 ◽  
Vol 57 (1) ◽  
pp. 71-85 ◽  
Author(s):  
Manami Suzuki ◽  
Naoki Ando ◽  
Hidehiko Nishikawa
Keyword(s):  
Knowledge Sharing ◽  
Organizational Communication ◽  
Multinational Corporations ◽  
Robust Regression ◽  
Initial Step ◽  
Service Firms ◽  
Foreign Subsidiaries ◽  
Entry Modes ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to address intra-organizational communication between parent firms and foreign subsidiaries and examine how such communication effectively facilitates knowledge sharing between parent firms and their subsidiaries. Design/methodology/approach This study approaches the relationship between intra-organizational communication and the effectiveness of knowledge sharing from the viewpoint of foreign subsidiaries. The data have been collected from local managers in subsidiaries operating in Japan using a questionnaire survey. The hypotheses are tested by employing a robust regression model. Findings This study finds that intra-organizational communication between parent firms and foreign subsidiaries is positively associated with the effectiveness of knowledge sharing. The benefits from intra-organizational communication are greater for service firms than for manufacturing firms. Subsidiaries established through acquisition are found to enjoy a greater positive effect from intra-organizational communication than those established through greenfield investment. Practical implications The results of this study suggest that multinational corporations should facilitate intensive intra-organizational communication for knowledge sharing that can lead to the effectiveness of foreign subsidiaries. In particular, service firms should appreciate the value of communication. This study also indicates that foreign subsidiaries established through acquisition should promote communication with their parent firms for successful knowledge sharing. Originality/value This study demonstrates that the effect of intra-organizational communication on knowledge sharing differs among industries and among entry modes. This is the initial step to further investigations on the industry and the entry strategy effects of intra-organizational communication.

Virtual Communities of Practice

2011 ◽  
pp. 2068-2085
Author(s):  
Jens Gammelgaard
Keyword(s):  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Virtual Communities ◽  
Virtual Community ◽  
Virtual Communication ◽  
Physical Proximity ◽  
Geographically Dispersed ◽  
Knowledge Transfers ◽  
Virtual Communities Of Practice

In geographically dispersed organizations, like multinational corporations (MNCs), contextual gaps exist between senders and receivers of knowledge. Employee socialization resulting from physical proximity facilitates contextualization of the transferred knowledge. However, in MNCs most knowledge transfers take place through virtual communication media. We investigate the phenomenon of virtual communities of practice, and propose them to be efficient for individual’s knowledge retrieval as participation in such communities reduces the contextual gaps between senders and receivers of knowledge. However, the organization must provide a knowledge-sharing friendly culture, and an institutional protectionism, in order to establish the required level of swift trust within the virtual community.

Organizational culture, structure, technology infrastructure and knowledge sharing

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 67-88 ◽  
Author(s):  
Md Zahidul Islam ◽  
Sajjid M. Jasimuddin ◽  
Ikramul Hasan
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Quantitative Research ◽  
Statistical Power ◽  
Work Place ◽  
Management Support ◽  
Technology Infrastructure ◽  
Content Type

Purpose – This paper aims to examine how organizational culture, structure and technology infrastructure influence knowledge sharing. Design/methodology/approach – This study is based on quantitative research, administered on 90 managerial staff in multinational corporations (MNCs) based in Malaysia. Findings – The paper explains the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure. Learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator. Research limitations/implications – The findings will help MNCs to create an appropriate environment of knowledge sharing. However, the research is limited to MNC’s in Penang, Malaysia, only. Furthermore, similar research can be extended to MNCs in other Asian countries with a larger sample which may bring more statistical power and, thereby, increases generalizability. Practical implications – The outcome of this research provides useful indications of how organizations can work to ensure knowledge sharing within their work place. Originality/value – While the links between organizational culture and knowledge sharing and between organizational structure and knowledge sharing have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence, which suggests that the relationship between organizational culture, organizational structure and knowledge sharing is moderated by the technology infrastructure.

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