scholarly journals Knowledge Sharing between Multinational Corporation’s Headquarters and Subsidiaries: the Impact of Manager’s Role, Compensation System and Cultural Differences

2013 ◽  
Vol 5 (10) ◽  
pp. 660-668 ◽  
Author(s):  
Nik Ab Halim
Keyword(s):  
Data Analysis ◽  
Knowledge Sharing ◽  
Cultural Differences ◽  
Multinational Companies ◽  
Compensation System ◽  
Survey Questionnaire ◽  
Organizational Goals ◽  
Level Of Knowledge ◽  
The Impact ◽  
Executives And Managers

Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals. It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidiary manager’s role in knowledge sharing, manager’s compensation system, and the level of cultural differences between home and host country on the level of knowledge sharing between the headquarters and subsidiaries of multinational companies. A study has been conducted at a subsidiary of a large manufacturing company in Malaysia. Data were collected via self-administered survey questionnaire. The respondents consist of 100 executives and managers of the company, and all the questionnaires distributed were filled and returned back for data analysis. Findings indicate that all three factors significantly influence the level of knowledge sharing with the manager’s compensation system has the strongest impact. MNC therefore should clearly define the manager’s role in knowledge sharing and provide attractive rewards and remunerations to encourage knowledge sharing. At the same time, cultural differences should not be considered as a barrier to knowledge sharing as this study indicates that it can be a driver for effective knowledge sharing between headquarters and subsidiaries.

Organisational Context for Effective Knowledge Sharing

2020 ◽  
pp. 277-298
Author(s):  
Marko Slavković ◽  
Marijana Simić
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Positive Attitude ◽  
Continuous Cultivation ◽  
Multinational Companies ◽  
Learning Processes ◽  
Significant Difference ◽  
The Republic ◽  
The Impact ◽  
Everyday Routine

In the knowledge era, organizations have to learn faster and better than competition, with the continuous cultivation of a culture of knowledge sharing. Attention should be paid to motivating employees to develop a positive attitude towards knowledge sharing, actively exchanging information and knowledge, continuously participating in learning processes, or putting knowledge sharing activities into everyday routine and habit. The research objectives are identification of the nature of the influence of intrinsic motivation on the knowledge sharing practice in organizations in the Republic of Serbia, determining the presence of a statistically significant difference in the intraorganizational knowledge sharing between multinational and domestic enterprises, and determining a statistically significant difference in the level of intrinsic motivation among employees in multinational companies and employees in domestic enterprises. The obtained results confirm the impact of intrinsic motivation on knowledge sharing.

The Effects of Individual and National Cultures in Knowledge Sharing

2016 ◽  
Vol 24 (2) ◽  
pp. 39-56 ◽  
Author(s):  
Yu-Wei Chang ◽  
Ping-Yu Hsu ◽  
Wen-Lung Shiau ◽  
Yun-Shan Cheng
Keyword(s):  
Knowledge Sharing ◽  
Cultural Differences ◽  
Power Distance ◽  
Multinational Companies ◽  
Uncertainty Avoidance ◽  
Cultural Characteristics ◽  
National Cultures ◽  
Organizational Rewards ◽  
The Individual ◽  
The U.S

A major challenge for multinational companies is to motivate employees with different individual cultural characteristics and national cultures to share knowledge. Although comparative studies across different countries have been conducted, little is known about the effects of individual cultural differences in this context. The purpose of this study is to investigate the effects of individual and national cultures in knowledge sharing. The individual cultural characteristics of power distance, individualism/collectivism, and uncertainty avoidance are incorporated into the model as antecedents of knowledge-sharing motivations (organizational rewards, image, and reciprocal benefits). National cultural differences are examined by subjects conducted in the U.S. and China. Results show that power distance is significantly related to reciprocal benefits for the U.S. but not for China. Individualism/collectivism is related to organizational rewards and image for the U.S. but not for China, while individualism/collectivism is significantly related to reciprocal benefits for China but not for the U.S. Uncertainty avoidance is significantly related to reciprocal benefits for the U.S. but not for China. This study provides knowledge-sharing practices and managements for multinational companies attempting to motivate U.S. and Chinese employees to share knowledge.

scholarly journals Impact of Organizational Context & Information Technology on Employee Knowledge Sharing

2018 ◽  
Vol 13 (2) ◽  
pp. 194 ◽  
Author(s):  
Mohammed Saleem Alshurah ◽  
Abdelrahim M. Zabadi ◽  
Amnah Hassan Dammas ◽  
Dalia H. Dammas
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Social Relations ◽  
Organizational Context ◽  
Health Sector ◽  
Reliability And Validity ◽  
Ease Of Use ◽  
Organizational Goals ◽  
The Public ◽  
The Impact

This study aimed at identifying the impact of organizational context and information technology on the willingness of employees to share knowledge in the public health sector in Jordan. The study was conducted using a questionnaire designed for this purpose.160 of which was distributed in the largest hospitals in the capital of Jordan - Amman, 140 were returned for analysis with a response rate of 87.5%. To ascertain the degree of reliability and validity Cronbach's Alpha was utilized. Multiple regressions were used to analyse the effect of several independent variables on a dependent variable to test the hypotheses and to validate the study model. Frequencies and percentages were also extracted to identify the personal and functional characteristics of respondents.The most prominent conclusions obtained are: sharing knowledge among employees is positively affected social relations and rewards systems; knowledge sharing is negatively affected by the level of centralization in the organization; there is also no statistical support regarding  formalization or any of demographic and functional variables; there are no statistically significant differences between vision, organizational goals, and trust among employees and their willingness to share knowledge; information technology and its ease of use positively impact on employee's readiness to share knowledge. This study has presented a number of recommendations that can benefit for future studies in this area.

The Effects of Individual and National Cultures in Knowledge Sharing

2020 ◽  
pp. 513-532
Author(s):  
Yu-Wei Chang ◽  
Ping-Yu Hsu ◽  
Wen-Lung Shiau ◽  
Yun-Shan Cheng
Keyword(s):  
Knowledge Sharing ◽  
Cultural Differences ◽  
Power Distance ◽  
Multinational Companies ◽  
Uncertainty Avoidance ◽  
Cultural Characteristics ◽  
National Cultures ◽  
Organizational Rewards ◽  
The Individual ◽  
The U.S

A major challenge for multinational companies is to motivate employees with different individual cultural characteristics and national cultures to share knowledge. Although comparative studies across different countries have been conducted, little is known about the effects of individual cultural differences in this context. The purpose of this study is to investigate the effects of individual and national cultures in knowledge sharing. The individual cultural characteristics of power distance, individualism/collectivism, and uncertainty avoidance are incorporated into the model as antecedents of knowledge-sharing motivations (organizational rewards, image, and reciprocal benefits). National cultural differences are examined by subjects conducted in the U.S. and China. Results show that power distance is significantly related to reciprocal benefits for the U.S. but not for China. Individualism/collectivism is related to organizational rewards and image for the U.S. but not for China, while individualism/collectivism is significantly related to reciprocal benefits for China but not for the U.S. Uncertainty avoidance is significantly related to reciprocal benefits for the U.S. but not for China. This study provides knowledge-sharing practices and managements for multinational companies attempting to motivate U.S. and Chinese employees to share knowledge.

Analyzing Transfer Prices Impact at European Level on Romanian Companies

2020 ◽  
Vol 26 (2) ◽  
pp. 52-57
Author(s):  
Mihaela Paraschiva Luca ◽  
Cătălin Florin Zeti ◽  
Ioan Cosmin Pițu ◽  
Bianca Cristina Ciocănea
Keyword(s):  
Data Analysis ◽  
Scientific Literature ◽  
Transfer Pricing ◽  
Multinational Companies ◽  
European Level ◽  
Profit Shifting ◽  
Tax Base ◽  
Fiscal Reforms ◽  
Transfer Prices ◽  
The Impact

AbstractAt present, due to the current project of the Organization for Economic Cooperation and Development, with regard to tax base erosion and profit shifting (OECD BEPS), as well as with regard to the impact of global fiscal reforms in development, in transfer pricing, fiscal authorities are the ones in control in relationship with companies. Within this context, the present study presents and analyses the influences of the transfer pricing current environment at European level in the case of Romanian companies. Realizing a detailed and deep documentation of the existing scientific literature in this field and using a comparative data analysis lead to the conclusion that the diminishing in impact of these influences may be accomplished by the finding of new solutions by multinational companies through which they should manage accordingly the associated risk of transfer pricing and prevent the eventual misunderstandings with regard to fiscal authorities.

scholarly journals Persepsi Mahasiswa Fakultas Ilmu Sosial Dan Ilmu Politik Universitas Sumatera Utara terhadap Pancasila sebagai Ideologi Negara

2018 ◽  
Vol 10 (2) ◽  
pp. 52-59
Author(s):  
Alwi Dahlan Ritonga ◽  
Heri Kusmanto
Keyword(s):  
Data Analysis ◽  
Data Collection ◽  
Quantitative Data ◽  
Student Assessment ◽  
The State ◽  
Survey Questionnaire ◽  
Analysis Techniques ◽  
Emotional Aspects ◽  
Level Of Knowledge

This study is the study of the perception of the Students against the State ideology Pancasila at the USU EXTENSION. Focus students ' perceptions of SOCIAL about how discuss USU against Pancasila. The findings of this study, among others, there are three things that become indicators of students ' perception in seeing against Pancasila. First, the indicators of cognition to see the level of knowledge of students against Pancasila; Second, indicators of students ' feelings of affection to see concerns the emotional aspects toward Pancasila; Third, the evaluative indicators to see objectively based on student assessment of cognition and affection they have associated the Pancasila. The method used is the method diskriptif-quantitative data collection techniques with the shape of the survey (questionnaire) and data analysis techniques using univarial analysis with a single table.

National Culture on Knowledge Sharing in the U.S. and China

2020 ◽  
pp. 81-108
Author(s):  
Yu-Wei Chang ◽  
Ping-Yu Hsu ◽  
Wen-Lung Shiau
Keyword(s):  
Knowledge Sharing ◽  
Cultural Differences ◽  
National Culture ◽  
Power Distance ◽  
Multinational Companies ◽  
Cultural Characteristics ◽  
Management Implications ◽  
National Cultures ◽  
Organizational Rewards ◽  
The U.S

A major challenge for multinational companies is how to motivate employees with different individual cultural characteristics and national cultures to share knowledge. The purpose of this study is to investigate the effects of individual and national cultures on knowledge sharing. Individual cultural characteristics are incorporated into the model as antecedents of knowledge-sharing motivations (organizational rewards, image, and reciprocal benefits). National cultural differences are examined by conducting studies with subjects in the U.S. and China. The results show that power distance is significantly related to reciprocal benefits in the U.S. but not in China. Individualism/collectivism is related to organizational rewards and image in the U.S. but not in China, while individualism/collectivism is significantly related to reciprocal benefits in China but not in the U.S. Uncertainty avoidance is significantly related to reciprocal benefits in the U.S. but not in China. This study provides knowledge-sharing practices and management implications for multinational companies.

The impact of (low) trust on knowledge sharing

2016 ◽  
Vol 20 (2) ◽  
pp. 199-214 ◽  
Author(s):  
Werner Rutten ◽  
Joyce Blaas-Franken ◽  
Harry Martin
Keyword(s):  
The Netherlands ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Explicit Knowledge ◽  
Content Type ◽  
Financial Organization ◽  
Level Of Knowledge ◽  
Implicit And Explicit ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to explore the differences in the level of knowledge sharing between co-workers in high versus low trust situations, for cognition-based trust and for affect-based trust as well as implicit and explicit knowledge. Design/methodology/approach The differences were examined through data provided by 102 professionals working for a financial organization in The Netherlands. Findings The differences in the level of knowledge sharing in high versus low trust situations are significant. The effect is larger for affect-based trust and for implicit knowledge. Research limitations/implications The survey has been conducted within one organization only. Practical implications Organizations should realize the importance of trust between their co-workers, and in general, there is much to gain by increasing the levels of trust between co-workers, as this will also increase knowledge sharing between co-workers. Originality/value Previous studies have not examined the situation of low trust and its effect on the level of knowledge sharing within a homogeneous group of co-workers.

scholarly journals The Impact of HR Practices and Innovative Work Behavior on Job Performance in Physicians

2021 ◽  
Vol 11 (3) ◽  
pp. 42
Author(s):  
Joather Al Wali ◽  
Rajendran Muthuveloo ◽  
Teoh Ai Ping ◽  
Mohammad Bataineh
Keyword(s):  
Data Analysis ◽  
Job Performance ◽  
Information Sharing ◽  
Training And Development ◽  
Compensation System ◽  
Public Hospitals ◽  
Supervisory Support ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Impact

The purpose of this study is to examine the mediating role of innovative work behaviour between compensation system, training and development, information sharing, supervisory support, and job performance among physicians in Iraqi public hospitals. The researcher conducted the study via online questionnaire with a sample size of 173 physicians in Iraqi public hospitals. The data analysis was done via SPSS (or commonly known as Statistical Package for the Social Sciences), IBM SPSS Statistics 23 and Structural Equation Modelling (SEM) (PLS). The data analysis meant to conduct demographic profile of respondents and mean of variables, factor analysis, reliability analysis to measure the repeatability of measuring instrument and regression analysis for hypothesis testing of independent and mediating variables. Results showed that training and development and supervisory support have a positive significant impact on physician’s innovative work behaviour. Compensation system and information sharing have a negative impact on physician’s innovative work behaviour. Innovative work behaviour mediates the relationship between training and development, supervisory support, and job performance. While compensation system and information sharing were not a significant mediating.

Fostering Managers' Knowledge-sharing Behavior: The Impact of the Employee–Organization Relationship

2016 ◽  
Vol 44 (4) ◽  
pp. 669-677 ◽  
Author(s):  
Hui-Ru Cai ◽  
Min Li ◽  
Pian-Pian Guan
Keyword(s):  
Knowledge Sharing ◽  
Social Cognitive ◽  
Future Research ◽  
Reinforcement Theory ◽  
Knowledge Sharing Behavior ◽  
Level Of Knowledge ◽  
The Impact ◽  
The Relationship ◽  
Sharing Behavior ◽  
Frontline Managers

Fostering managers' knowledge sharing is very important in the utilization and leverage of organizational knowledge. In this study, we used social cognitive reinforcement theory, which is derived from social learning theory, to examine how the employee–organization relationship (EOR) influences managers' knowledge-sharing behavior. We surveyed 550 frontline managers from 19 Chinese companies regarding the 2 components of EOR (expected contributions and offered inducements) and knowledge sharing. The results showed that expected contributions positively influenced knowledge sharing, and that offered inducements reinforced the relationship between the employee and the organization. Thus, compared to other approaches, a mutual investment approach, in which employers expect high levels of employee contributions and offer extensive inducements, will foster a higher level of knowledge sharing. Implications for future research are discussed.

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