Recruitment of local human resources and its effect on foreign subsidiaries in Japan

2019 ◽  
Vol 42 (8) ◽  
pp. 1014-1032 ◽  
Author(s):  
Manami Suzuki ◽  
Naoki Ando ◽  
Hidehiko Nishikawa
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Intercultural Competence ◽  
Professional Training ◽  
Organizational Knowledge ◽  
Ordinary Least Squares ◽  
Foreign Subsidiaries ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

Purpose This paper aims to investigate three different orientations of recruitment (profession-sensitive, language-sensitive and interculture-sensitive recruitment) and their effect on the foreign subsidiaries of multinational corporations (MNCs). Design/methodology/approach This study examines the relationship among three different orientations of recruitment and knowledge transfer from parent firms to foreign subsidiaries. Data are collected from local managers in MNCs’ subsidiaries operating in Japan using a questionnaire. The hypotheses are tested by using ordinary least squares resression (OLS). Findings The results of this study indicate that each of the three orientations of recruitment positively influences the knowledge transfer of MNCs. In particular, the positive effect of profession-sensitive recruitment is enhanced when foreign subsidiaries are established through acquisition. The positive effect of interculture-sensitive recruitment on knowledge transfer is also strengthened by offering professional training. Research limitations/implications This study is subject to several limitations. The sample size is small, and the data were collected from a single country. In addition, the respondents’ positions in an organizational hierarchy have not been taken into account. Despite these limitations, this study can be considered the first step toward future research on the relationship between different orientations of recruitment and intra-organizational knowledge transfer. Practical implications The results of this study indicate that not only profession-sensitive recruitment but also language-sensitive and interculture-sensitive recruitment are important for intra-organizational knowledge sharing. This study suggests that local employees with intercultural competence have the potential to improve subsidiary performance through knowledge sharing with parent firms if they are provided with professional training. Originality/value This study has empirically examined the complex mechanism of the three important factors (professional, language and intercultural competence) in recruitment and their influence on knowledge transfer. In particular, this study emphasizes language-sensitive recruitment and interculture-sensitive recruitment, which have received less attention than profession-sensitive recruitment in international business research. Moreover, this study focuses on the relationship between recruitment and knowledge sharing in a cross-border setting, which few studies in the human resource management area have examined.

Setting an ethical example with authentic leadership

2019 ◽  
Vol 27 (6) ◽  
pp. 13-15
Keyword(s):  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Employee Performance ◽  
Climate Impacts ◽  
Workplace Climate ◽  
Content Type ◽  
Pertinent Information ◽  
The Relationship ◽  
Positive Effect ◽  
Practical Implications

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 This research paper concentrates on how authentic leadership (AL), workplace climate, knowledge sharing, and employee performance interrelate based on data from people working in two telecommunications firms in Jordan. A highly ethical and moral AL style has a positive effect on an employee's performance and creativity. Furthermore, the workplace climate impacts the relationship between AL and creativity, and knowledge sharing impacts the relationship between AL and the workplace climate. Originality/value The briefing saves busy executives 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.

Diversity climate and workplace belongingness as organizational facilitators of tacit knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibeawuchi Kingsley Enwereuzor
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Ordinary Least Squares ◽  
Self Report ◽  
Diversity Climate ◽  
Least Squares Regression ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them. Design/methodology/approach The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis. Findings This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing. Practical implications The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing. Originality/value This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

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.

Is distributed leadership a driving factor of innovation ambidexterity? An empirical study with mediating and moderating effects

2018 ◽  
Vol 39 (3) ◽  
pp. 388-405 ◽  
Author(s):  
Lihua Fu ◽  
Zhiying Liu ◽  
Suqin Liao
Keyword(s):  
Organizational Structure ◽  
Knowledge Sharing ◽  
Distributed Leadership ◽  
Moderating Effects ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Relationship Of ◽  
The Relationship ◽  
Positive Effect ◽  
Practical Implications

Purpose The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator. Design/methodology/approach Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables. Findings The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity. Practical implications The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity. Originality/value By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.

How does individuals’ exchange orientation moderate the relationship between transformational leadership and knowledge sharing?

2017 ◽  
Vol 21 (6) ◽  
pp. 1622-1639 ◽  
Author(s):  
Yuting Xiao ◽  
Xi Zhang ◽  
Patricia Ordóñez de Pablos
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Task Performance ◽  
Social Exchange ◽  
Structural Equation ◽  
Organizational Knowledge ◽  
Complex Relationship ◽  
Content Type ◽  
Exchange Ideology ◽  
The Relationship

Purpose This study aims to explore the complex relationship between leadership and organizational knowledge sharing by investigating the moderating role of exchange ideology on the relation between transformational leadership in attributed charisma and knowledge sharing and the influence of attributed charisma and knowledge sharing on task performance. The influence of leadership in organizational knowledge sharing process has been gradually highlighted. Design/methodology/approach Based on the review of relevant literature and survey, a structural equation model considering four factors in the model together is now constructed and provides four hypotheses which can be verified. Self-completed questionnaires were collected from 163 students in the context of a graduate class in China. Findings The findings illustrate the relationship between leadership theory and knowledge sharing from a perspective of social exchange theory. In particular, results show that both transformational leadership and knowledge sharing have positive impacts to task performance and for individuals with low exchange ideology the positive influence from attributed charisma to knowledge sharing is stronger. Originality/value This research introduces exchange ideology as a moderator and explains the complex relationship between transformational leadership and knowledge sharing with sufficient proof. Transformational leadership in attributed charisma is more effective to those individuals with low exchange ideology in facilitating their knowledge effort. This paper can be theoretically and practically helpful to researchers and enterprise leaders in organizational knowledge management.

Exploring the relationships among tacit knowledge sharing, mentoring and employees’ abilities

2019 ◽  
Vol 50 (1) ◽  
pp. 34-56
Author(s):  
Mohammad Orsan Al-Zoubi ◽  
Ala’aldin Alrowwad ◽  
Ra’ed Masa’deh
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Work Environments ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
The Relationship ◽  
Positive Effect

Purpose This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to environments and creation of new innovative ideas. Design/methodology/approach This study applied quantitative research methods to examine the causal relationships among the key study variables. A questionnaire-based survey developed to evaluate the research model by drawing a convenience sample includes 123 employees working in the selected company headquarters in Jordan. Surveyed data were examined following the structural equation modeling procedures. Findings Results revealed that tacit knowledge sharing had a positive effect on employees’ abilities in the areas of adaptation to the work environments and creation of innovative ideas, while there was no an affirmative effect on employees’ abilities in the area of solving the work problems. In addition, the study showed that mentoring had a positive effect on employees’ abilities in terms of solving work problems, adaptation to work environments and creation of new innovative ideas. Furthermore, mentoring had mediated the relationship between tacit knowledge sharing and employees’ abilities. Research limitations/implications The findings of this study lay a basis for future studies pertain to the effect of tacit knowledge sharing and mentoring on the employees’ abilities as preconditions for improving organizational performance. These findings would be supported by future research studies, the examining of larger samples of pharmaceutical companies to give deeper meanings and more understandings of the relationship, among key study variables. The authors argue that it is useful to expand the current research by conducting future studies, examining the mediating role of other social learning methods such as storytelling and community of practices on relationship between tacit knowledge sharing and employees abilities. Practical implications The current research model will assist knowledge managers and practitioners to take serious decisions pertaining employees’ involvement in the process of tacit knowledge sharing and mentoring as preconditions for superior organizational. As well as, it can be a step forward for conducting further research studies on relationships among tacit knowledge sharing, mentoring and employees abilities. Social implications This suggested model may act as a catalyst for continuous improvements to the Jordan pharmaceutical industry in terms of producing high-quality medicines that improve health of humans and the society at large. Originality/value Although academic studies on knowledge management showed a positive relationship between tacit knowledge sharing and organizational performance, few studies examined the relationships between tacit knowledge sharing and employees’ abilities as preconditions for superior organizational performance. Furthermore, they ignored to examine the effect of the crucial mediating role of mentoring on the relationship between the two constructs. Therefore, this research tries to fill these gaps appropriately.

Does knowledge structure matter? Key factors influencing formal and informal knowledge sharing in manufacturing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peihan Wen ◽  
Ruiquan Wang
Keyword(s):  
Knowledge Sharing ◽  
Task Performance ◽  
Knowledge Structure ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Informal Knowledge ◽  
Level Of Knowledge ◽  
The Relationship ◽  
Positive Effect

Purpose This study aims to investigate the factors from four dimensions that have an effect both on formal and informal knowledge sharing (FKS and IKS) and the relationship between knowledge sharing (KS) and task performance in Chinese manufacturing. Design/methodology/approach The structural equation modeling approach was applied to hypothesis testing according to the data collected from employees of manufacturing companies through the online questionnaire. A total of 530 valid responses were obtained. Findings The results indicate that level of knowledge structure, self-efficacy, leadership support and KS culture all have a significant positive effect on both FKS and IKS while trust only positively affects FKS and information technology support positively affects IKS. Both FKS and IKS positively contribute to the task performance of manufacturing companies. Research limitations/implications This study merely considered the impact of six factors on KS from four perspectives. Consequently, the relationship between some important other factors and KS is not revealed. In addition, the results of this study indicate that there might be a more complicated relationship between these factors and KS than the model constructed by this study. Therefore, in future research, more influencing factors could be considered in the research framework, and a multilevel model, such as a model considering the mediation effect, could be further explored. Practical implications According to the results, both FKS and IKS play a significant role in promoting organizational task performance, which is worthy of attention by the managers of manufacturing companies. In addition, the relationship between the different factors and the FKS and IKS found in this study provides specific guidance for improving the organizational KS practice. Originality/value First, previous studies considered the construction of explicit KS and tacit KS models based on the content of KS while this study considered FKS and IKS from the perspective of the process and approach of KS. Second, this research has clearly defined the level of knowledge structure from the perspective of knowledge ontology and verifies the positive effect of this factor on KS, providing a new theoretical perspective for exploring KS factors.

Organizational performance through the donation and collection of interorganizational knowledge

2016 ◽  
Vol 46 (1) ◽  
pp. 85-103 ◽  
Author(s):  
Felipe Nodari ◽  
Mirian Oliveira ◽  
Antonio Carlos Gastaud Maçada
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Quantitative Methodology ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

Purpose – This paper aims to provide empirical evidence to support the relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance, and proposes that interorganizational knowledge sharing is composed of two processes: knowledge donation and collection. Design/methodology/approach – A quantitative methodology is adopted to examine the proposed relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance. The study uses survey data from 269 companies in Brazil. Structural equation modeling is applied to test the stated hypotheses and the model. Findings – The empirical findings indicate that interorganizational knowledge sharing is composed of the donation and collection of knowledge. Interorganizational knowledge collection is found to have a positive effect on interorganizational knowledge donation, while collection is found to have a positive effect, mediated by absorptive capacity, on organizational performance. Research limitations/implications – One limitation of this research was the predominant participation of smaller companies. Another is that the data were only collected from Brazilian companies. Moreover, an instrument to measure these constructs was proposed and validated to enable future research to be conducted into the process of interorganizational knowledge sharing and its components: knowledge donation and knowledge collection. Practical implications – Managers can enhance organizational performance by developing both the donation and collection of knowledge. Knowledge donation is particularly important because, in addition to its impact on absorptive capacity and organizational performance, it contributes to the development of knowledge collection, which is also indirectly related to performance. Originality value – The donation and collection of knowledge were validated as components of the interorganizational knowledge-sharing process, and the relationship between these processes and organizational performance is mediated by the absorptive capacity of the organization.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

The impact of executives’ perceptions of environmental threats and organizational slack on innovation strategies

2016 ◽  
Vol 7 (2) ◽  
pp. 216-230 ◽  
Author(s):  
Chengyuan Wang ◽  
Biao Luo ◽  
Yong Liu ◽  
Zhengyun Wei
Keyword(s):  
Cognitive Theory ◽  
Environmental Changes ◽  
Ordinary Least Squares ◽  
Organizational Slack ◽  
Least Squares Regression ◽  
Content Type ◽  
Environmental Threats ◽  
Innovation Strategies ◽  
The Impact ◽  
The Relationship

Purpose The paper aims to study the relationship between executives’ perceptions of environmental threats and innovation strategies and investigate the moderating effect of contextual factor (i.e. organizational slack) on such relations. It proposes a dualistic relationship between executives’ perceptions of environmental threats and innovation strategies, in which different perceptions of environmental threats will lead to corresponding innovation strategies, and dyadic organizational slack can promote such processes. Design/methodology/approach The paper is based on a survey with 163 valid questionnaires, which were all completed by executives. Hierarchical ordinary least-squares regression analysis is used to test the hypotheses proposed in this paper. Findings The paper provides empirical insights about that executives tend to choose exploratory innovation when they perceive environmental changes as likely loss threats, yet adopt exploitative innovation when perceiving control-reducing threats. Furthermore, unabsorbed slack (e.g. financial redundancy) positively moderates both relationships, while absorbed slack (e.g. operational redundancy) merely positively influences the relationship between the perception of control-reducing threats and exploitative innovation. Originality/value The paper bridges the gap between organizational innovation and cognitive theory by proposing a dualistic relationship between executives’ perceptions of environmental threats and innovation strategies. The paper further enriches innovation studies by jointly considering both subjective and objective influence factors of innovation and argues that organizational slack can moderate such dualistic relationship.

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