scholarly journals Training and knowledge transfer at the interface of cultures

Management ◽  
2014 ◽  
Vol 18 (1) ◽  
pp. 227-240 ◽  
Author(s):  
Renata Winkler
Keyword(s):  
Knowledge Transfer ◽  
National Culture ◽  
Absorptive Capacity ◽  
Transfer Process ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Transfer Of Knowledge ◽  
Knowledge Resources ◽  
The Impact

Summary The paper discusses different approaches to the problems of knowledge transfer. In the paper factors that influence cross cultural knowledge transfer with training is presented. It can be argued that the impact of national culture on the transfer of knowledge is less than the influence of such elements of the transfer process like: number of canal, source’s willingness to share knowledge, sender’s willingness to acquire knowledge, absorptive capacity of the receiver and to what degree Knowledge Resources was transformed.

An agent-based model for exploring the impacts of reciprocal trust on knowledge transfer within an organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Li ◽  
Changhong Li ◽  
Zhan Wang
Keyword(s):  
Knowledge Transfer ◽  
Organizational Structure ◽  
Transfer Of Knowledge ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Agent Based ◽  
Transfer Behavior ◽  
Motivation To Transfer ◽  
Effective Transfer ◽  
The Impact

Purpose The effective transfer of knowledge within an organization is critical for its sustainable competitive advantage. Based on the norm of reciprocity, it can be concluded that individuals’ primary motivation to transfer their treasured knowledge can be summarized as “trust,” that is, the individuals trust their selfless transfer behavior can be reciprocated by the recipients in the future. Design/methodology/approach In this study, a simulation model based on knowledge transfer behavior and reciprocal trust between individuals is built through agent-based modeling and simulation to investigate the factors that influence the efficiency of knowledge transfer within an organization. Findings Experiments are performed to test the impact of reciprocal trust and organizational structure on the efficiency of knowledge transfer. Originality/value The results indicate a significant role of key elements of reciprocal trust and organizational structure, which provides relevant practical guidance for both individuals and organization managers in the context of knowledge transfer.

Facilitating Knowledge Transfer in an R&D Environment

2000 ◽  
pp. 147-169 ◽  
Author(s):  
Will Barrett ◽  
M. S. Lydia Lau ◽  
Peter M. Dew
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Business Success ◽  
Transfer Of Knowledge ◽  
Knowledge Resources ◽  
Recent Introduction ◽  
Physical Barriers ◽  
Concepts Of Knowledge

Managing knowledge is not a new idea. Although the term “knowledge management” is a recent introduction into the corporate lexicon, the concept is by no means exclusive to the 1990s. The underlying concepts of knowledge management, such as collaboration, exchange of ideas, communication, and so on, have always been present in organisations. Spontaneous, unrestricted knowledge transfer is vital to business success and the transfer of knowledge occurs within organisations whether the process is managed or not. In large, decentralised organisations, knowledge is constrained by organisational, cultural and physical barriers. In such cases, the transfer of knowledge is localised and fragmentary as mechanisms for accessing distant knowledge resources are poor or nonexistent. A traditional solution is the corporate librarian or other broker, who presides over a repository of knowledge and is aware of expertise across the organisation. However, this role may be unable to meet the modern demands of knowledge management, or be obsolete if the management of knowledge is to become part of every employee’s job.

Human resources retention and knowledge transfer in mergers and acquisitions

2013 ◽  
Vol 19 (2) ◽  
pp. 188-209 ◽  
Author(s):  
Carmen Castro-Casal ◽  
Edelmira Neira-Fontela ◽  
M. Dolores Álvarez-Pérez
Keyword(s):  
Knowledge Transfer ◽  
Human Resources ◽  
Mergers And Acquisitions ◽  
Implementation Process ◽  
Transfer Of Knowledge ◽  
Rich Media ◽  
Using Data ◽  
The One ◽  
Core Capabilities ◽  
The Impact

AbstractMergers and acquisitions can be a mechanism used by firms to access innovative knowledge, including intellectual property, and to strengthen and expand their core capabilities. In the mergers and acquisition context, the creation of value depends on the transfer of capabilities and knowledge being carried out successfully during the post-acquisition integration process. The paper adopts this view. It examines the role of the top management and personnel who hold knowledge and skills linked to the capability of the acquired firm considered most valuable by the acquiring firm in the transfer of knowledge from the acquired firm to the acquiring firm. The paper also examines whether the impact of the retention of the acquired firm's high-value human resources (HVHR) on knowledge transfer is moderated by the degree of embeddedness of the knowledge to be transferred. Furthermore, the study identifies the factors that influence the retention of the acquired firm's HVHR. We tested the model using data from a sample of 57 domestic, related, friendly Spanish mergers and acquisitions belonging to a wide variety of industries. The results support the notion that the more embedded the knowledge, the greater the impact of the acquired firm's HVHR retention on the knowledge transfer. They also show that the autonomy granted to the acquired firm, the frequency of use of rich media among the personnel of both firms, and the acquired firm's pre-acquisition profitability are factors encouraging the acquired firm's HVHR to remain. The study contributes to the literature on knowledge transfer in mergers and acquisitions by highlighting the relevance of retention of the acquired firm's HVHR for knowledge transfer, as well as demonstrating the importance of taking into consideration the nature of the knowledge to be transferred. It also contributes to the literature on the implementation process in mergers and acquisitions by identifying factors available to managers to favor HVHR continuity in the acquiring firm or the one resulting from the merger.

CEO duality and bribery: the roles of gender and national culture

2017 ◽  
Vol 55 (1) ◽  
pp. 218-231 ◽  
Author(s):  
Kristine Velasquez Tuliao ◽  
Chung-wen Chen
Keyword(s):  
Cultural Values ◽  
National Culture ◽  
Hierarchical Linear Modeling ◽  
Future Orientation ◽  
Cultural Analysis ◽  
Cross Cultural ◽  
Management Decision ◽  
Ceo Duality ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the cross-cultural impact of CEO-Chair’s gender to the likelihood of CEO duality firm’s bribery. Design/methodology/approach Hierarchical linear modeling was used to analyze data of 5,837 CEO duality firms from 21 countries. Findings Firms with male CEO-Chairs were found to have higher propensity to bribe than their female counterparts. Moreover, cultural values of institutional collectivism and performance orientation strengthened gender’s impact to bribery. In contrast, future orientation weakened the gender-bribery relationship, as opposed to the proposed effect. Practical implications Key findings of this study can be utilized to increase awareness and widen perspective on the roles of CEO-Chair’s gender and national culture on bribery. These can also be useful in the selection of CEO-Chair, design of educational programs on ethics as well as government and non-governments’ programs and policies to minimize incidents of bribery. Originality/value There are no existing studies on CEO duality firm’s bribery which performed cross-cultural analysis on the impact of CEO-Chair’s gender, making the study a novel contribution to business ethics, organizational structure, corporate governance, management decision, transparency, and accountability.

scholarly journals Exploring the Impact of Enterprise Social Media Affordances on Work Performance and Knowledge Transfer

2021 ◽  
Author(s):  
Ravoniarivelo Ravaka Andrianina ◽  
Richmond Afotey Nii Okle
Keyword(s):  
Social Media ◽  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Transfer Process ◽  
Work Performance ◽  
Employee Performance ◽  
Innovation Process ◽  
Enterprise Social Media ◽  
Collective Work ◽  
The Impact

Abstract Knowledge is the result of collective work. As an important component of human capital and intangible assets of the company, when properly processed, knowledge transfer can foster work performance. For a decade, enterprise social media affordances have been studied based on surveys of different platforms users, not allowing to submit the users to the same conditions, therefore, ignoring the effects of platform design on enterprise social media. To address this gap, this empirical research studies the effect of enterprise social media affordances on employee performance from the perspective of knowledge transfer, using a single platform. The analysis of survey data collected from 317 Malagasy employees using the company’s own intranet has shown that association, visibility, persistence and editability affordances of ESM foster knowledge acquisition and knowledge provision, which in turn promote employee performance. Findings show that the relationship between ESM affordances and work performance are essentially mediated by knowledge provision. This study provides the key variables for a sustainable performance of the co-creation of value in the knowledge transfer process of the technological innovation process, and the levers for action on these variables. These variables are identified from the intersection of the technological (ESM affordances), social (knowledge provision and knowledge acquisition) and organizational (task performance and contextual performance) dimensions of the knowledge transfer process.

scholarly journals Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating Role of Cross - Cultural Knowledge Transfer

2021 ◽  
Vol 1 (9) ◽  
pp. 858-870
Author(s):  
Windy Lau Edwin Pasadame
Keyword(s):  
Knowledge Transfer ◽  
Organizational Support ◽  
Cultural Intelligence ◽  
Work Performance ◽  
Positive Impact ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Coaching Behavior ◽  
Moderating Role

This study investigates How the coaching behavior of Chinese expatriates and the performance of local employees overcomes the inherent differences between them and develops the quality of relationships that play an important role in carrying out cross-cultural knowledge transfer? Existing research does not provide a good answer to this question. The knowledge transfer literature has focused on organizational vehicles and structural mechanisms, with little attention paid to understanding how the organizational processes and individuals involved can facilitate knowledge transfer. After all, it is people who have applied and transferred knowledge. This study aims to propose and analyze a model for developing expatriate coaching behavior through cross-cultural knowledge transfer in improving the work performance of local employees, to examine the moderating role of intelligence culture for expatriate coaching behavior on the relationship of cross-cultural knowledge transfer to local employee performance on expatriates and employees. This study will examine the moderating role of Perceived Organizational Support theorists have suggested that employees form global perceptions of the level of support provided by their employers and that this perception influences their behavior in the workplace. The data collection method used is a qualitative method. Based on the results of research and discussion, it can be concluded that China expatriates with high cultural intelligence, their coaching behavior has a clearer positive impact on the performance of local employees; for local employees who have high cultural intelligence, expatriate coaching behavior has a clearer positive impact on the employee's performance.

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