scholarly journals Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

2021 ◽  
Author(s):  
◽  
Himadree Phookan
Keyword(s):  
Knowledge Transfer ◽  
Boundary Conditions ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Indirect Effect ◽  
Cultural Intelligence ◽  
Cross Border ◽  
Knowledge Transfers ◽  
Knowledge Seeking ◽  
The Impact

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE.  Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS.  The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing.  My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

scholarly journals Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

2021 ◽  
Author(s):  
◽  
Himadree Phookan
Keyword(s):  
Knowledge Transfer ◽  
Boundary Conditions ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Indirect Effect ◽  
Cultural Intelligence ◽  
Cross Border ◽  
Knowledge Transfers ◽  
Knowledge Seeking ◽  
The Impact

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE.  Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS.  The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing.  My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

Impact of linguistic ostracism on knowledge sharing, hiding and hoarding and the moderating role of cultural intelligence

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Jamal Albana ◽  
Mehmet Yeşiltaş
Keyword(s):  
Knowledge Sharing ◽  
Cultural Intelligence ◽  
Causal Link ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Hoarding ◽  
Knowledge Hiding ◽  
The Impact ◽  
Moderating Role

PurposeDrawing on the theory of belongingness, this study scrutinizes the impact of linguistic ostracism on knowledge sharing, knowledge hiding and knowledge hoarding and the moderating role of cultural intelligence (CQ) in a diverse and multi-cultural work setting.Design/methodology/approachA two-phase sampling of judgmental and random sampling techniques was used to recruit local and foreign workers in the Jordanian service industry. The present study empirically analyzes the sample of 394 employees' responses by applying variance-based structural equation modeling (VB-SEM).FindingsVB-SEM results indicate that linguistic ostracism lessens knowledge sharing behavior and heightens knowledge hiding and hoarding. CQ moderates two of the said associations, specifically by buffering the causal link between linguistic ostracism and knowledge hiding, as well as linguistic ostracism and knowledge hoarding. Consequently, CQ did not moderate the causal link between linguistic ostracism and knowledge sharing.Practical implicationsThe study's findings can help managers and decision-makers in such workplaces better understand the deleterious effects of linguistic ostracism and how CQ functions as a buffer. The study concludes with theoretical and managerial implications.Originality/valueVery few investigations have been conducted to determine the consequences of linguistic ostracism in today's multi-cultural and diverse work environment. This paper is among the first to unveil the association of linguistic ostracism and CQ with various knowledge management (KM) concepts.

The impact of organizational position level and cultural flow direction on the relationship between cultural intelligence and expatriate cross-border adaptation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Zhang ◽  
Yuran Li ◽  
Mark Frost ◽  
Shiyu Rong ◽  
Rong Jiang ◽  
...  
Keyword(s):  
Cultural Intelligence ◽  
Flow Direction ◽  
Power Distance ◽  
Cultural Adjustment ◽  
Data Set ◽  
Content Type ◽  
Cross Border ◽  
Organizational Position ◽  
The Impact ◽  
The Relationship

PurposeThis paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.Design/methodology/approachThe authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.FindingsThe authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.Originality/valuePrevious research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.

Knowledge Sharing and Pervasive Computing

2011 ◽  
pp. 285-297
Author(s):  
Phillip W.J. Brook
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Pervasive Computing ◽  
Historical Context ◽  
Team Work ◽  
Social Aspects ◽  
To Come ◽  
Changing Attitudes ◽  
The Impact

This chapter explores the implications of knowledge sharing in an era of pervasive computing, and concludes that, perhaps counter-intuitively, people will need to come together more to establish the trust that is necessary for effective knowledge sharing. Practices such as team-work should result in closer ties between peers, and this relationship can encourage increased sharing of knowledge related to the work at hand. With the advent of pervasive computing, the question can be asked as to what the impact of this technology could/will have on the sharing of knowledge in a team situation. At the same time, the changing attitudes to how knowledge is acquired make it even more important that knowledge is acquired in its historical context, which may be best achieved by person-to-person knowledge transfer. It is argued that these social aspects will be more important in a world of pervasive computing than in conventional businesses.

scholarly journals A Conceptual Model of Cultural Distance, MNC Subsidiary Roles, and Knowledge Transfer in China-based Subsidiaries

2011 ◽  
Vol 2 (2) ◽  
pp. 8-27 ◽  
Author(s):  
Cindy Qin ◽  
Prem Ramburuth ◽  
Yue Wang
Keyword(s):  
Knowledge Transfer ◽  
Strategic Management ◽  
Conceptual Model ◽  
Cultural Distance ◽  
Future Research ◽  
Cultural Management ◽  
Mnc Subsidiary ◽  
Cross Cultural Management ◽  
Strategic Context ◽  
The Impact

This conceptual paper seeks to review the literature on international strategic management, examine the trilateral interactive relations among national culture, subsidiary strategic context and knowledge transfer between China-based subsidiaries and their headquarters. Based on the Resource-Based View (RBV), cross-cultural management theories and other studies of international strategic management, we propose a conceptual model for understanding the interaction between cultural distance and subsidiary strategic context in the knowledge transfer process within MNCs, and ultimately the impact on the performance of subsidiaries. Drawing foundational support from this new model, we explore implications for future research.

Knowledge sharing in NGOs: the importance of the human dimension

Kybernetes ◽  
2019 ◽  
Vol 49 (1) ◽  
pp. 182-199
Author(s):  
Alexandra Zbuchea ◽  
Loredana Ivan ◽  
Sotiris Petropoulos ◽  
Florina Pinzaru
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Third Sector ◽  
Human Dimension ◽  
Content Type ◽  
Non Profit ◽  
Cross Cultural Study ◽  
Beliefs And Values ◽  
Non Profit Organizations ◽  
The Impact

Purpose The purpose of this paper is to show the way the human dimension influences the adoption and usage of the knowledge transfer in non-profit organizations (NGOs). Previous research on the topic focused mainly on the organizational and technical aspects (i.e. organizational culture, processes and technology), lacking a consistent approach of the human dimension. Therefore, this paper goes beyond the multiplying effect of the organizational and technical factors in the development of knowledge transfer and investigates the impact of human beliefs and actions on the practices of knowledge sharing in the NGOs. Design/methodology/approach This paper investigates the above-mentioned topics of the importance of the human aspect in the knowledge sharing adoption, and development of the NGOs by use of a cross-cultural study based on a questionnaire that conducted in Romania and Greece. Findings This study emphasizes the importance of the human dimension in the practice of the knowledge sharing of the non-profit organizations, proving that the adoption of such practices depends on the beliefs of the NGOs employees on the topic, and on their degree of exposure to international activities. Practical implications The results of this study provide valuable incentive to the managers of the non-profit organizations to pay more attention to the beliefs and values of their employees in adopting knowledge sharing practices. Originality/value This paper is valuable to the academics and practitioners in search of reliable data on the impact of the human dimension on the adoption and usage of knowledge management in the Third Sector, filling an existing gap of the literature on the topic.

The Effect of Organizational Trust on the Success of Codification and Personalization KM approaches

2010 ◽  
pp. 192-212
Author(s):  
Vincent M. Ribière
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Organizational Trust ◽  
Critical Factor ◽  
Knowledge Management Strategy ◽  
Survey Tool ◽  
Main Research ◽  
Km Strategy ◽  
The Impact

Knowledge Management (KM) initiatives are expanding across all types of organizations worldwide. However, not all of them are necessarily successful mainly due to an unfriendly organizational culture. Organizational trust is often mentioned as a critical factor facilitating knowledge sharing. For this research we took an empirical approach to validate this assumption. The purpose of this research is to explore the relationships between organizational trust, a knowledge management strategy (codification vs. personalization) and its level of success. This study was conducted among 97 US companies involved in knowledge management. A survey tool was developed and validated to assess the level of trust, the level of success and the dominant KM strategy deployed by an organization. Nine main research hypotheses and a conceptual model were tested. The findings show the impact of trust on the choice of the KM strategy as well as on the level of success.

Transferring Knowledge through Cross-Border Communities of Practice

2016 ◽  
pp. 1-30 ◽  
Author(s):  
Rossella Canestrino ◽  
Pierpaolo Magliocca
Keyword(s):  
Knowledge Transfer ◽  
Communities Of Practice ◽  
Developed Countries ◽  
Emerging Countries ◽  
Economic Environment ◽  
International Level ◽  
Multicultural Teams ◽  
Cross Border ◽  
Border Communities ◽  
The Impact

The aim of this chapter is to explore the use of Cross –Border Communities of Practice (CCoP) as way for managing knowledge in a global socio-economic environment, mainly referring to the rising economies. In doing so, some important issues related to cross-border knowledge transfer have been investigated, taking into account the impact that cultural diversities have on individuals' propensity to cooperate, as well as on their attitude to transfer and to share knowledge. The Authors explain the role that Global Managers have as “cultural bridges” in multicultural teams, thus enabling the last ones' transformation into a CCoP. With reference to both the opportunities and challenges that characterize the rising economies, CCoP arises as the best suitable way to transfer knowledge at international level, when firms from developed countries encounter firms from emerging countries.

Towards a Model of Social Media Impacts on Cybersecurity Knowledge Transfer

2018 ◽  
pp. 521-543
Author(s):  
Nainika Patnayakuni ◽  
Ravi Patnayakuni ◽  
Jatinder N. D. Gupta
Keyword(s):  
Social Media ◽  
Information Security ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Individual Learning ◽  
The Other ◽  
Social Media Platforms ◽  
Threat Avoidance ◽  
Technical Solutions ◽  
The Impact

Technical solutions to security have been suggested but found lacking and it has been recognized that security is a people issue as well, and behavioral research on information security is critical. Individual learning about cybersecurity is not formal and linear, but complex and network based. In this paper we develop a model of how social media characteristics impact cybersecurity knowledge transfer using technology threat avoidance theory. In developing the conceptual model we seek to answer the following questions. How do users discover cybersecurity knowledge on social media platforms? What are the platform and interaction characteristics that enable them to find cybersecurity knowledge and share this knowledge with others? In doing so we consider the impact of the threat and protection context on cybersecurity knowledge transfer which is different from knowledge transfer in the other contexts.

Fostering Knowledge Sharing Attitudes and Behaviours in Terms of Expatriation

2016 ◽  
Vol 39 (1) ◽  
pp. 67-84
Author(s):  
Joanna Purgał‑Popiela
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Foreign Subsidiaries ◽  
Cross Border

Fostering knowledge sharing attitudes and behaviours within interactions between expatriates and local employees is an interesting, yet understudied issue that is critical for improving management practices aimed to support cross‑border knowledge transfer. Therefore, the purpose of this article is: (1) to explain the mechanism and context of knowledge sharing in such conditions, (2) to find out how organizations can exert influence on occurrence and course of such interactions, (3) to determine the stage of research on knowledge sharing in terms of expatriation in foreign subsidiaries located in Poland.

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